Supporting the Next Generation of Sustainability Leadership

The report identifies a critical leadership gap in sustainable development driven by a retiring generation of experts and the increasing complexity of global environmental challenges. It reviews various training models—including internships, scholarships, and professional placements—used by organizations like IUCN, WWF, and IISD. The findings emphasize that while technical knowledge is important, there is a significant need for 'enabling' soft skills such as communication, innovation, and multi-stakeholder management. The document advocates for the creation of a consortium to standardize skill sets, share training materials, and better track alumni to support a non-linear, mobile career path for the next generation of sustainability leaders.

• There is an urgent leadership gap in sustainable development caused by the retirement of current leaders and a labour market where the need for environmental personnel is growing faster than training capacity.
• Innovation is identified as the most critical skill for sustainability leadership, defined as the ability to challenge the status quo and understand the interdependence of environmental, economic, and social systems.
• Sustainability professionals require a specific set of 'enabling' or soft skills beyond technical expertise, with communication being the most critical for influencing policy and practice.
• Young professionals in the sustainability sector exhibit high mobility, often switching between NGOs, the private sector, and government, which necessitates training that is applicable across different institutional contexts.
• Existing youth programming is diverse but often lacks formalization and coordination, with many organizations operating on an ad hoc basis or 'reinventing the wheel' regarding training materials.
• Digital technology and social networking are key tools for engaging the current generation of youth, who are more disposed to technology and use it to create social capital and communities of influence.
• There is a significant lack of internal career pathways and mentorship within non-profit organizations, with fewer than one-third of non-profit CEOs being internal hires compared to 60-65% in for-profit companies.
• Resource constraints are a persistent challenge for youth programming, often leaving coordinators overwhelmed by short-term administrative tasks with little time for strategic thinking or evaluation.

APA

Timmer, D., Buckler, C., & Creech, H. (2008). Supporting the Next Generation of Sustainability Leadership. International Institute for Sustainable Development. https://www.iisd.org/system/files/publications/support_next_gen_leaders.pdf

Chicago

Timmer, Dagmar, Carolee Buckler, and Heather Creech. Supporting the Next Generation of Sustainability Leadership. International Institute for Sustainable Development, 2008. https://www.iisd.org/system/files/publications/support_next_gen_leaders.pdf.

Wikipedia

{{cite report |last1=Timmer |first1=Dagmar |last2=Buckler |first2=Carolee |last3=Creech |first3=Heather |title=Supporting the Next Generation of Sustainability Leadership |publisher=International Institute for Sustainable Development |date=September 2008 |url=https://www.iisd.org/system/files/publications/support_next_gen_leaders.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{timmer2008supporting, author = {Timmer, Dagmar and Buckler, Carolee and Creech, Heather}, title = {{Supporting the Next Generation of Sustainability Leadership}}, institution = {International Institute for Sustainable Development}, year = {2008}, month = sep, url = {https://www.iisd.org/system/files/publications/support_next_gen_leaders.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }