The integration of young talents has proven to be one of the main factors contributing to innovation and impact on corporate culture. Increasingly, challenging roles are being taken on by youth, who demonstrate a sense of responsibility, understanding, and a strategic vision capable of solving complex and decisive problems.
To prove that good leadership is not about age but purpose, we sat down with Luisa Pereira, Strategy and Commercial Excellence Sr Manager in Brazil, to discuss the transformative role that the new generation holds in their hands.
What motivated you to take on a leadership position so early in your career?
“I joined Schneider in 2018 and was fortunate to have great leaders from the very beginning. As soon as I started as a Trainee, they began recognizing the leadership profile I aspired to—and that mattered because I had made it clear early on that leadership was something I wanted to experience in the future.
To prepare, I asked my manager to involve me in different activities. I began joining meetings and participating in interviews for hiring interns in my area, observing the questions he asked and how he approached leadership decisions. Little by little, I became more present and engaged.
So I was kind of shadowing those who had the official leadership role. I moved to other areas, grew within the company as a Trainee, and noticed that some leaders didn’t enjoy the follow-up part with their team members. So I saw an opportunity and started asking them: ‘Can I lead an intern indirectly? Can I follow their career, talk about their goals, so I can test this out?’ I think that’s the main advice: instead of waiting for an official leadership role, start having that conversation with your leader—’How can I mentor a young apprentice or intern and start learning from early on?’ Because we’ll make a lot of mistakes along the way.
So when I got my first official leadership role, the company already saw me as a leader, because I had taken that step earlier and shown my interest.”
Luisa also told us how important it was for her to have unofficial leadership experiences before joining Schneider Electric. Leadership tends to be a new position for this generation, so early governance attempts can be effective for the career path of potential young leaders.
What challenges have you faced so far as a leader, and how did you overcome them?
“I think there will always be many—it’s a somewhat lonely path. You have to decide to take that first step knowing that a lot will change. I know many individual contributors, great analysts, who struggle when transitioning into leadership. Because leadership isn’t just about being good yourself—it’s about helping others become more efficient too.
But one of the hardest things is leading very different profiles. Leading great people or similar profiles is easy, but when you encounter someone very different, that’s when your leadership is truly tested. You need empathy to understand that someone may do things differently than you—and that doesn’t mean it’s better or worse. Sometimes they won’t have the same profile or speed of reasoning, but you need to learn to work with different audiences, which helps throughout your career.
Now I’m facing a second challenge: leading people who lead others! That’s super interesting. When you lead someone directly, you do a one-on-one and it’s quick—you know what they need to do. But when you lead someone who leads others, you can’t give all the answers. You have to let them develop their own leadership style without interfering directly.”
Did you have a mentor or receive any advice that made a difference in your journey?
“Yes, I had very good mentors. From the moment I joined the company, I understood that this would be a differentiator—identifying people in different roles whom I admired and who could mentor me at different career stages. But I think the main advice I received that changed how I work was: don’t waste energy on everything. I had a leader who said, ‘Luisa, you spread your energy too thin—you spend too much energy writing an email or doing a project.’
Choose what’s really important: which projects are essential this year, which skills you want to develop, who you want to invest your energy in. Focus on what makes sense. Otherwise, we try to do everything and end up with little exposure to the big projects that really make a difference. That’s advice I try to pass on to my team, especially since I lead a young team […] so one of the key pieces of advice is to choose your battles wisely and understand the priorities of the company, your leader, and your peers—and focus your energy there.”
What values do you consider essential for good leadership?
“I think leadership is an infinite learning process. We’ll always be learning and improving. Feedback from everyone around you is important. But I believe the connection you build with your team, the empathy to understand that they also have dreams, is essential. Ask your team: ‘What do you want this year? What’s your big dream?’ Because people are in different moments.
I’ve had team members getting married—that was their big dream that year, so I had to understand they might not be as dedicated to certain things. Others wanted to work abroad, so I had to help them with exposure in English meetings, language courses, etc. Others wanted a promotion, so I had to showcase their results in specific forums. It’s about identifying each person’s moment and helping them get there with empathy. Not everyone is on the same path or timeline. I tend to push my team a lot—’Let’s go to the next step!’—but I need to understand that people learn at different paces.”
What kind of legacy would you like to leave as a leader?
“I really enjoy leading young teams because I love seeing people grow and develop. I currently have three young apprentices on my team, aged 16. So while I’m in a leadership meeting discussing a multinational’s 3-year plan, I also have to talk to my apprentice about what college they want to attend or how high school is going. That’s the beauty—seeing them grow. I’m not a mother yet, but I feel that way with my team—watching their journey.
Some come in very raw, not knowing much about the company or their career path, and then they develop. I’m proud when someone joins their first English meeting and panics—’Luisa, I can’t do this presentation alone!’—and years later they’re leading global projects in English. Seeing that growth and knowing I helped push them is my favorite part.
Of course, some leave the company, some don’t get promoted, some realize the corporate world isn’t for them. But if I can help each one find their path, that’s the legacy I want to leave. When I look at the interns, analysts, and apprentices I’ve worked with, that’s the most rewarding part!”
What advice would you give to other young people who want to lead?
“I think if there’s a generation that can do things differently, it’s yours. The difference I see in leaders from our generation and younger is huge. They’re more empathetic, flexible, and understand career moments. They get results and impact from their teams but also maintain balance. So go for it—test it out.
Start leading projects or mentoring indirectly. Maybe you don’t have someone to lead in your area, but you can mentor an apprentice from another area.
Don’t wait for the opportunity—create it. Talk to people in leadership roles and ask how you can start today. For those who already know they want it—start! For those unsure—try it. I know people who didn’t want to lead and were positively surprised. Of course, everyone has that moment of ‘I wasn’t born for this!’ But then you breathe and come back—and sometimes you find joy in seeing your team grow. So it’s worth it!
Whether through projects, communities, or volunteer programs, get your first leadership experiences—fail, learn, and enjoy the journey!”
The interview with Luisa Pereira reveals that young leadership is not only possible—it’s necessary to build more human, strategic, and adaptable organizational cultures.
By sharing her journey, lessons, and challenges, Luisa shows that leadership doesn’t require waiting for the ‘right moment,’ but rather having initiative and a willingness to learn continuously. Her experience highlights that the real differentiator is taking responsibility early, seeking mentors, valuing listening, and understanding what drives each team member. More than holding positions, young leaders are redefining what it means to lead.
For those who want to follow this path, the message is clear: start where you are, with what you have, and don’t wait for the perfect opportunity—it may come from your own initiative.
Feeling inspired?
Take the next step in your career journey with us at Schneider Electric. View open roles or sign up to our talent community to stay updated on new openings and insights!
About the author
Luisa Pereira, Strategy & Commercial Excellence Senior Manager
Luisa joined Schneider Electric in 2018 as a Trainee. With approximately 7 years at the company, she has built a career marked by continuous development and inspiring leadership.
Add a comment