Young professionals are entering firms in a markedly different mental and emotional state than previous generations. They’ve grown up amid economic instability, political and social division, and ongoing global conflict. At the same time, many were raised by highly involved adults who often stepped in to manage challenges on their behalf. As a result, they have had fewer opportunities to develop the skills needed to navigate and master difficult situations on their own.

It’s not surprising, then, that many feel unprepared for the demands of adulthood. Research consistently shows higher levels of anxiety and depression shaping how they experience both work and life.

Because of this, some commentators have labeled this generation as fragile. That hasn’t been our experience. In working with young professionals, we see something different: a lack of two essential skills that earlier generations often developed earlier in life.

The first is endurance – the ability to sustain performance under prolonged pressure. The second is resilience – the ability to recover from setbacks and come back stronger. These are often described as personality traits, but they are better understood as skills that can be taught and strengthened through intentional instruction and experience.

When firm leaders invest in developing endurance and resilience for their people, they send a clear message: we care about your long-term wellbeing, not just your short-term output. That sense of belonging and genuine support plays a powerful role in developing, engaging, and retaining the talent your firm cannot afford to lose.

What is your plan to equip your staff with the professional skills they need to succeed?