In this engaging episode of The Huddle Leadership Podcast, host Kate Russell sits down with Nicole Swain, HR specialist and founder of Businesses Explore Potential, for an insightful conversation about young leadership, resilience, and the evolving workplace. With over 11 years of HR advisory experience and a remarkable background as one of Australia's youngest CEOs at age 28, Nicole brings unique perspectives on nurturing emerging talent and building inclusive leadership cultures.
The discussion explores the critical intersection of vulnerability and strength in leadership, challenging common misconceptions about younger generations in the workplace. From her extensive work with the YWCA to her experience leading in the disability sector, Nicole demonstrates how investing in young leaders creates ripple effects of positive change across organisations and communities.
Key Takeaways
Leadership transcends age: The fundamental qualities that make great leaders—values, work ethic, integrity, and intrinsic motivation—remain consistent regardless of age or career stage
Resilience is a trainable skill: Rather than assuming generational deficits, leaders should focus on providing opportunities for young people to develop and exercise their resilience muscles
Vulnerability equals strength: Young leaders who openly discuss feelings and bring their whole selves to work demonstrate courage, not weakness—this transparency builds stronger teams and deeper connections
Mentorship multiplies impact: The most rewarding aspect of leadership is investing in others and watching them flourish, creating a continuous cycle of development and growth
Systemic change requires intentional action: Whether through quotas, structured pathways, or targeted programs, organisations must actively create opportunities rather than waiting for change to happen naturally
Clear boundaries enable risk-taking: By establishing core values (acting in the best interest of clients and the business) and creating psychological safety, leaders can empower their teams to take calculated risks and learn from mistakes
Economic factors shape workplace dynamics: Current "young leader" behaviours often reflect favourable market conditions rather than generational traits—understanding this context prevents unfair assumptions
Career evolution demands adaptive thinking: With predictions of 26 different careers for emerging generations, traditional concepts of loyalty and linear progression must evolve to remain relevant
Featured Discussion
Nicole's journey from wanting to make a positive impact to becoming a champion for young leaders began with her own experience of being supported by mentors who "believed in her before she believed in herself." This personal foundation shapes her approach to leadership development, emphasising the critical importance of seeing potential in others and providing structured pathways for growth.
The conversation takes a particularly powerful turn when discussing the YWCA's innovative approach to governance, requiring 30% of board positions to be filled by young women under 35. This wasn't about compromising quality—it was about creating more robust search processes and building comprehensive leadership pipelines from high school mentoring through board internships to executive roles.
Kate and Nicole explore the dangerous assumptions often made about generational differences, revealing how economic factors and social changes (including the impact of COVID-19 on social skill development) create contextual challenges that are often misinterpreted as character deficits. Their discussion illuminates the difference between social skills that need rebuilding and resilience that needs developing.
Innovation Spotlight: Leadership Pipeline Development
One of the most compelling elements of this conversation is Nicole's description of the comprehensive leadership development system implemented at the YWCA. This multi-tiered approach included:
The system's success is evidenced by Nicole's own board intern becoming her successor as president and achieving significant leadership roles in national organisations—demonstrating the compound effect of intentional leadership investment.
Quotable Moments
"People go to work because they want to be engaged and make a positive impact. It's when that structure isn't there that people are operating in the unknown, which will see a whole variety of behaviours."
"For most of us in our careers, at some stage, it's been those people who have believed in us before we believed in ourselves that have had the positive impact on us."
"I think that vulnerability is a muscle. So, how much do we get to use it? And some of the people that I work with who are highly open and vulnerable actually have the highest levels of resilience in the workplace."
"We still have our governance responsibilities to fulfil, so it's not a compromise, it's a goal. And if we don't meet that goal, it's how do we have a plan to reach that goal?"
"To invest in people and see them flourish is an incredible privilege. And to be part of somebody's journey and see their professional growth is, again, I think it's a real privilege."
"It's making sure that every interaction that they're having—whether it's a day, a week, a year—that every interaction they're leaving that work environment as a better person all around."
Connect with Nicole Swaine
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