Bridging Generations: Insights from the Next Wave of Asset Management Leaders
Today’s early-and mid-career professionals are advancing in an industry undergoing rapid transformation, from evolving communication norms and new technologies to hybrid work culture. Their perspectives offer a unique window into how the next generation of asset management leaders is bridging generational expectations, embracing innovation, and redefining professional growth.
At ICI’s recent Tax and Accounting Conference, participants in the Emerging Leaders program gathered for a candid roundtable to share what’s shaping their careers right now and how they are adapting. Whether you consider yourself an emerging leader or you mentor or manage one, these insights offer valuable perspective—and may spark conversations worth having with your own teams.
Communicating about Communicating
Often in a middle-management position, the Emerging Leaders noted that they are caught between different generational preferences related to communications. While their senior colleagues might expect a formal email or impromptu phone call, junior staff see no issue with having serious work conversations over approved instant messaging software.
To bridge this gap, Emerging Leaders note that they’ve had candid conversations with their teams about communications preferences and try to adapt as necessary to be thoughtful colleagues. Many “issues” can be resolved with a little understanding. For example, a “can you call me?” message from a senior staff leader can cause a junior staffer unnecessary panic!
Technology Requires New Management Approaches
While the use of generative AI and other technology was widely praised for its ability to improve bandwidth and assist with certain tasks, Emerging Leaders found themselves once again caught between different perspectives on its use. They noted the inherent tension between implementing new technologies while managing the broader organizational impact.
For early-career professionals, the use of generative AI has made many tasks easier and more automated. Special efforts should be made to ensure that they are still developing the underlying skills so that they can build their strategic abilities and can identify issues when they arise.
Flexibility is Great, but Face Time Remains Important
Emerging Leaders nearly universally support hybrid work environments. However, they noted clear downsides to working from home, particularly when it comes to building soft skills and developing as a professional.
Key learning opportunities—like joining an impromptu meeting, observing senior staff decision-making, or simply picking up on informal cues can be harder to engage with when working remotely. Emerging Leaders identified that these sorts of moments were instrumental in their own development and seek to replicate it in a technology-appropriate way with their own teams.
Networking—both internally and externally—is also a practice difficult to replicate virtually. For up-and-coming executives, the chance to learn from outside organizations and peers is an invaluable way to grow professionally.
Keep the Conversation Going
In an industry where relationships, mentorship, and real-world learning are essential to long-term success, Emerging Leaders are seeking every opportunity to grow beyond their day-to-day responsibilities. The ICI Emerging Leaders Program is designed to meet that need, connecting rising professionals with peers across the industry, exposing them to new ideas, and helping them build the confidence and skills to lead. Whether navigating technological change or redefining workplace norms, these future leaders are already shaping what comes next. Interested professionals can explore opportunities through upcoming ICI conferences or contact EmergingLeaders@ici.org to learn more.