5 young colleagues on working and growing at Mediahuis
Statement 1: Diversity automatically leads to better performance
The first proposition is put on the table. The immediate question: what does diversity actually mean? It quickly becomes clear that it’s a complex patchwork: variety in age, gender, background, culture, education, religion, political views and sexual orientation. But it also includes neurodiversity, such as ADHD or autism.
Everyone around the table agrees that diversity doesn’t automatically lead to better performance. “There are several ingredients needed to make diversity work,” says Nadira. “Understanding and good collaboration are just as important. Without them, you have nothing.”
Melvin emphasises the importance of diversity in journalism. “It’s good to hear different people’s perspectives sometimes. It helps you select topics and contributes to the work atmosphere, and a diverse company or department makes different decisions.” A more diverse newsroom can also help attract younger audiences. “Traditional media don’t have the best reputation among young people,” Melvin says. “If you want to reach new audiences, you need to make sure they can identify with the creators.”
“Without understanding and good collaboration, diversity in your organisation is meaningless”
How do you ensure an inclusive company? Martine raises the question, mentioning quotas as a possible answer. “But if I had been hired just because I’m a woman, I’d find that frustrating,” she says. Noa, however, believes quotas are necessary. “Mediahuis has had years to become more diverse, but it remains a challenge. Implementing quotas is worth trying.”
Melvin also advocates for a cultural shift. “Sometimes, you need something like a quota to break habits and initiate change. If someone gets a slight advantage in hiring because they’re a woman, that’s not necessarily a bad thing.” Michiel agrees. “But does diversity automatically improve performance? No. It helps, but a company can still fail, even if it’s diverse.”
“Leadership is something you have or you don’t. If it’s forced upon you, you can never truly be yourself”
Statement 2: Employees are responsible for their own careers
Nadira fully agrees with this second statement. She believes people are in charge of their own careers. “If you show initiative and indicate how you want to grow, managers often respond positively. I’ve noticed that it’s really appreciated when I say, ‘I’d like to try this’. Or if I want to learn something new, they think about how to make it happen.”
Noa agrees that speaking up is important. “But if an organisation wants its employees to excel, it has to offer enough training and learning opportunities and ensure people find the right roles within the company.”
“You’re dependent on colleagues in your career,” Lisa adds. “Expressing your ambitions isn’t a guarantee of career development. You can still hit a wall. It’s important to have people believe in you and give you a push. You won’t get there without that support.”
“Even if you’re not a manager, you need to show leadership: offering solutions, making decisions”
“For my generation, the next step always meant moving up,” Martine says. “Like a Christmas tree that you climb up.” Her younger colleagues see it differently. A successful career is about finding a role that suits you and brings you joy. Expanding and deepening your expertise can be just as valuable. “I’m not sure if leadership roles are my goal,” says Michiel. “I love writing, so I don’t want to give that up for a managerial position for now.”
Martine understands. Autonomy is important. Having the freedom to shape your job in a way that brings satisfaction and passion.
Statement 3: Your employer should safeguard your mental health
Martine notes that attention to mental well-being has grown steadily over her 35-year career. “I think it’s very important. That’s why Mediahuis invests in this topic. We focus on prevention, offering training for managers and employees to recognise the signs of burnout, for instance.”
Her younger colleagues believe employers should facilitate open conversations and create a safe environment where people feel comfortable sharing. While they acknowledge Mediahuis’ efforts, they see room for improvement. “Talking about mental health and burnout is still difficult for older generations, so they often dismiss it,” Nadira says.
Melvin defends his colleagues. “I get that they aren’t used to discussing these sorts of things. It’s up to our generation at Mediahuis to change that. As young people, we bring openness and the courage to break taboos. That’s one of our great strengths.”
“The great strength of young people is their openness and courage to break taboos”
Lisa wonders whether it’s a generational issue or more about individual personalities. “It’s not just younger colleagues who show concern for my mental well-being. When I’m under pressure, say, the boomers step in to help, and they’re not all managers.”
Noa: “It’s your responsibility as a leader to ensure workloads remain manageable. If it’s structurally too much and everyone is burned out, that’s a problem.”
Martine agrees that preventing stress and burnout is definitely an employer’s responsibility. “Talking to each other regularly can help, although it’s different from talking to a therapist. As an employer there is little you can do about personal situations, but you can show understanding and give your employee the space they need.”
“It’s important to have people believe in you and give you a push. Without that support, you won’t get far”
Statement 4: You should develop leadership skills, regardless of your role
For Lisa, the best leaders aren’t necessarily hierarchical managers but colleagues who stand by her: “They’ve already pushed me a lot.” Noa, meanwhile, believes a certain amount of leadership is essential for growth and achieving your goals.
“Setting boundaries and saying no is also a form of leadership,” she says. “The things you have to do as a manager, you sometimes also have to do as a non-manager: propose solutions, take decisions.” Nadira adds: “In a generation where many young people have difficulty setting boundaries, this is especially important.”
“If I’d been hired just because I’m a woman, I would find that very frustrating”
Michiel believes leadership isn’t for everyone. “Some people prefer to be led. And not every role requires leadership. If leadership is forced upon you, you can’t truly be yourself. It’s important to discover who you really are and where you want to go.”
The colleagues agree: leadership is more than just being a manager. It’s about taking responsibility, making decisions and showing initiative. Being assertive and being a role model for others. Or as Martine puts it: “Being a kind of influencer in the workplace.”
