Imagine being born into a world where every headline is a crisis. A generation shaped by school shooter drills, climate change warnings, 24/7 social media, and relentless news cycles has reached adulthood with a heightened awareness of the challenges around them.
Yet, in a world that’s increasingly vocal about mental health, there’s a surprising silence: a gap between generations. Young leaders talk openly about anxiety and burnout, while many older generations have a more reserved stance.
The disconnect can feel like an invisible wall, and it has implications for workplaces, families, and communities striving for intergenerational support and collaboration.
As Raquel Padia, a program coordinator at Fresno EOC Generations Serving Together, insightfully notes, “Older generations weren’t given space to talk about their feelings and emotions. They were just taught to survive.”
Survival isn’t enough for young leaders—they want to thrive and be heard. This article dives into the what, why, and how of designing supportive environments for young people facing unique mental health struggles. It’s about creating a legacy of empathy, not just expertise, to address a pressing need for emotional connection and support.
1. The Landscape of Mental Health for Young Leaders: Why Are They Struggling?
We’ve all heard the statistics: record levels of anxiety, depression, loneliness, and burnout among Millennials and Gen Z. But why is this generation so profoundly affected? While previous generations faced hardships, today’s young people are navigating a different kind of landscape—a world where stress is amplified by the accessibility of information and the immediacy of digital platforms.
What is fueling the mental health crisis among young people?
- Constant Exposure to Trauma and Fear: Today’s young people have grown up with the internet’s unfiltered worldview. As Thanasi Dilos, co-founder of Civics Unplugged, points out, “Young people are exposed to more pain and suffering and adult topics.” Trump’s campaign messaging leaned heavily on themes of fear and urgency to defend against perceived threats to American values, security, and prosperity.
- The Culture of Perfection and Cancellation: Every action is on display with social media. “Young people are scared of being canceled,” says Serena Bian, advisor to the U.S. Surgeon General on loneliness. The fear of missteps and public backlash contributes to heightened anxiety and a reluctance to share openly.
- The Weight of Responsibility: Many young leaders aren’t choosing leadership for prestige—they are driven by necessity. Cole Stevens, co-founder of Bridgemakers, explains how he took on advocacy work to help his family out of debt and drive legislative change, only to find himself overwhelmed by the weight of his mission.
The Call to Action for Leaders and Organizations:
- Are we acknowledging the sheer volume of challenges this generation faces?
- How can we provide spaces that feel safe, empowering, and judgment-free?
2. Wellbeing as a Leadership Priority: Moving Beyond Targets
Mental wellbeing isn’t just another workplace issue—it’s the issue of our time, and it’s increasingly clear that it should be a core leadership competency. Today’s Leaders are tasked with achieving performance targets and creating environments where wellbeing isn’t something that has to be managed separately or recovered from—it’s a natural outcome of good work design.
Why is wellbeing intelligence crucial for leaders?
- Wellbeing is an Outcome of Good Work Design: When work is well-designed—balanced, purpose-driven, and respectful of individual needs—wellbeing is a built-in outcome rather than a checkbox item. Leaders should view wellbeing as a fundamental component of the workplace experience.
- Question for Reflection: Why are we placing people in charge of teams without requiring wellbeing intelligence? It’s time to see mental health and wellbeing as skills every leader should have.
Reflection Points for Leaders:
- How can we integrate wellbeing into our team dynamics, schedules, and goals so that it becomes an organic part of the work experience?
- How can leaders assess and evolve their leadership styles to enhance, rather than deplete, their team’s mental wellbeing?
3. The Generational Divide: Why the Stigma Still Exists
Despite a growing cultural awareness of mental health, a gap remains between generations. Many young people feel that mental health is a top issue to address with older generations, yet it doesn’t make the top five concerns for Boomers and the Silent Generation. This isn’t about blame; it’s about understanding how different experiences shape different values.
What keeps older generations from fully embracing mental health conversations?
- A History of “Survival” Mindsets: Older generations were often taught to tough things out, to work through problems quietly. There was little room for vulnerability in many homes and workplaces. While this approach built resilience, it often left emotional needs unaddressed.
- Cultural Conditioning: Many older individuals grew up in environments where emotions were equated with weakness. Expressing feelings was stigmatized, especially in professional or public contexts.
- Misalignment of Priorities: For older generations, issues like economic stability, traditional career progression, and family structures often take precedence over emotional health. For younger generations, mental health is foundational to their ability to thrive.
Reflection Points:
- How can organizations and leaders frame mental health as essential to performance, not just a personal issue?
- Are we willing to challenge longstanding norms to foster environments prioritizing emotional wellbeing?
4. Creating Learning Experiences that Support Mental Health?
Young leaders are not looking for sympathy; they’re looking for strategies, support, and allies to manage their mental health as they take on the challenges of leadership. Creating these supportive environments doesn’t mean fixing all the problems—often, it’s about listening, understanding, and building resilience together.
What does a supportive environment look like?
- Psychological Safety: Young leaders need spaces where they can speak honestly without fear of judgment or repercussion. This might mean designing team meetings that start with a mental health check-in or creating anonymous feedback loops.
- Structured Mentorship with Boundaries: Older leaders can provide valuable mentorship but must avoid micromanagement. As Social Currant CEO Ashwath Narayanan emphasizes, introductions and support are welcomed—but young people need the freedom to lead their own initiatives.
- Inclusive Event Design: Rather than simply inviting young leaders to listen, consider designing panels or discussions where they are featured speakers. It’s about mutual learning, where young and older generations contribute perspectives and insights.
Practical Steps for Leaders:
- Start meetings or workshops with open-ended questions allowing people to share as much or as little as they wish about their mental state.
- Foster intergenerational connections through shared projects, where older leaders advise without overshadowing the contributions of young professionals.
- Ensure that resources for mental health support, such as therapy or stress management, are accessible and encouraged across all levels of the organization.
5. Acknowledging the Weight Young Leaders Carry: Why It Matters
Young leaders aren’t just juggling personal struggles; many are advocates, change-makers, and community builders facing enormous pressure. For those from marginalized backgrounds, the stakes can be even higher. There’s a pervasive fear of retraumatization—of stepping into spaces where their identities are met with skepticism or dismissal.
How does this added pressure impact young leaders?
- Heightened Anxiety and Hesitancy: For some, working with older, traditional leaders means risking judgment or retraumatization, particularly around issues like race, gender, or sexuality.
- The Hidden Costs of Representation: Many young people find themselves becoming “representatives” of their communities, carrying the weight of advocacy on top of their professional responsibilities.
- Financial Insecurity in Advocacy: Young leaders often work unpaid or underfunded, expected to “volunteer” their time because they’re passionate. However, as Allison Begalman, CEO of YEA! Impact, reminds us, “There’s an illusion that social media visibility equals success. But most of us are really struggling to find the support we need.”
Key Actions for Older Allies and Organizations:
- Provide fair compensation for young leaders’ time and expertise.
- Recognize and reduce the burden of representation by inviting multiple voices to speak on behalf of communities.
- Create structured support channels to protect young leaders’ mental health, especially when they engage in advocacy work.
6. Moving Forward: Building a Legacy Together
As leaders, educators, and community members, there’s a unique opportunity to shift from a model of survival to one of collective thriving. It’s about creating spaces where young and older generations meet on common ground—not through silent expectations or predefined roles, but through meaningful engagement, mutual respect, and shared goals.
In the words of Mahmoud Khedr, founder of FloraMind, “The mental health field requires an immediate and radical transformation to better serve young people of color.” This transformation isn’t just for the mental health field; it’s for every organization, every community, and every leader.
Final Questions for Reflection:
- Are we providing young leaders with not just opportunities but real, sustainable support?
- Are we willing to create structures that prioritize psychological safety and open dialogue?
- What legacy are we leaving, and what legacy are we enabling young leaders to build?
Conclusion: A Call to Empathy and Action
Supporting young leaders in their mental health journeys isn’t just about resources; it’s about connection, trust, and the willingness to break down generational barriers. As we build environments where all voices are respected, we lay the foundation for a new type of legacy—one rooted in empathy, understanding, and shared purpose.
By addressing the mental health needs of young leaders with compassion and structure, we don’t just support them; we invite them to shape a future where legacy isn’t something left behind but something built together.
What steps is your organization taking to bridge the mental health gap across generations?
