29 MAGAZINE learning, these leaders want to connect with diverse people. with different points of view and backgrounds, because they are aware that D&I can only enrich the human experience and the professional outcomes. Jay didn’t hesitate in involving in our project all sorts of teams and departments: from India and beyond. He knew that multiple perspectives could only take us further! “Future leaders” stand out for their generosity. They have a positive mindset and altruism is on top of their minds. They are empathic, inclusive and give a lot of themselves – time, attention, mentoring – to others. They live and work with a strong common purpose. They know that their attitude, more than their aptitude, de-fines their altitude. Jay dedicated countless extra hours to the project he believed in. A project he knew that would help his colleagues, several teams and the company itself. Belonging to the sector or not, “future leaders” are tech-savvy. They are aware that the only way to go is through technology and digita-lization. They keep up with all the business trends and technological evolutions, becau-se staying updated gives them the tools to constantly adapt to change, while developing something new. Coming back to Jay, he was a technologist himself, but he wasn’t the master of all technologies. He picked a technology that was just popping up and invested on it to build something bigger, totally disruptive. Finally, “future leaders” are action-driven. They look for some action that follows words, with great focus and discipline. They may be filled with purposes and philosophies, but they don’t waste too much time spreading the word: they turn them into projects. They don’t want to change the world: they make it happen. Jay was a real stubborn, but not in the bad sense of the word: he believed in himself and on his original idea, and as people were telling him it wouldn’t be possible, the more confident he felt. He never gave up, standing for his own beliefs and ideas. Today, six years after, Jay has his own Artificial Intelligence and Machine Learning company in India, leading a team of 50 people, and provi-ding services to his previous employer. Looking back, I’m thrilled that we took the right decision: listen to him. Because this is what we need the most today: listen to this new generation of future leaders. Despite their age, professional experience or seniority. We can’t be afraid of giving them the stage for action. Because they are not the “future leaders”. They are the leaders of today. We can’t be afraid of giving them the stage for action. Because they are not the ‘future leaders’. They are the leaders of today