Lucine Flett, founder of Studio Lucine, runs a corporate events agency in Switzerland. She also teaches entrepreneurship and leadership to children aged 11 to 17 through Graines d’Entrepreneurs. With a Master’s in Hospitality Management from EHL Hospitality Business School and a Bachelor’s in Economics & Management from the University of Geneva, she blends sharp strategy with creative style. Lucine’s multicultural background and global work experience, from South Africa to Switzerland, give her a unique edge when it comes to connecting people, cultures, and industries. Whether she’s producing a summit, leading an entrepreneurship workshop, or designing a high-impact food experience, she’s all about creating moments that actually matter — the kind people keep talking about long after the lights go out.
Many leaders freeze in the face of uncertainty. This is an understandable reaction, considering they were prepared for a world that no longer exists.
The future looks not only volatile but structurally uncertain. Technology develops faster than institutions have the capacity to adapt, and geopolitical fragmentation can overhaul markets overnight. Furthermore, climate pressure and resource constraints are putting in question the value of growth.
As business models change, so do careers, which means that our task is no longer to prepare young leaders for specific roles or jobs. While skills used to have a lifespan of decades, we are now discussing years. What we learn today becomes outdated quickly, and some of the skills or the contexts they are needed in do not even exist yet. The real challenge, then, is to help young leaders remain relevant over 40-year careers in a world of constant change.
The most important skill
If skills have a 5-year lifecycle, then learning itself becomes the most durable skill. The leaders who will stand out in the future will not be those who collected the most diplomas or followed the safest paths. They will be the ones who learned how to figure things out — how to figure anything out.
For effective leadership, making sense of uncertainty and asking the right questions is far more important than knowing the right answers. This requires a fundamental shift in how we educate, as most education systems still reward compliance: training students to wait for instructions and validating them for the “right” answer. The problem is that compliance is no longer rewarded when the rules are constantly changing.
Pillars of future leadership
This is where I believe entrepreneurship and leadership education become transformative. I have the privilege of teaching entrepreneurship and leadership to students aged 11 to 18 in Switzerland, through a pioneering education company called Graines d’Entrepreneurs. Here two interconnected pillars of the knowledge we aim to transmit.
Accountability and ownership
These young students learn not only to start their own businesses, but to take ownership of them. This means taking full accountability for decision-making, learning, and most importantly, mistakes. All of this teaches them how valuable taking action is, even without complete information.
Clarity follows action, not the other way around. Imagine how invaluable an environment is where failure is not something to avoid, but something to learn from, and where you are ushered into action. We strongly believe confidence does not build in the waiting period but by getting your hands dirty.
Emotional intelligence
We also spend significant time teaching emotional intelligence because uncertainty is a deeply emotional experience. Future leaders need to know how to navigate constant change, shifting identities, unstable careers, and moral dilemmas with no obvious answers.
Without emotional resilience, even the most capable leaders will wear themselves thin. Managing conflict, giving and receiving feedback, and staying grounded are all precious leaderships skills we teach.
Entrepreneurship and leadership are skills to be honed
It is between the ages of 11 and 18 when a young person’s relationship to uncertainty is being formed, along with their tolerance for failure and sense of agency. If we wait until university or early career stages, many tricky patterns (fear of being wrong, risk avoidance, and dependence on external validation, to name a few) are already locked in. By then, a change in mindset is harder to achieve.
Early exposure to entrepreneurial and leadership thinking builds cognitive and emotional flexibility before rigidity inevitably sets in. It teaches young people to trust their ability to learn and adapt, especially when the path is unclear. These young people grow into future-proof leaders who continue to act even in circumstances that refuse to be predictable.
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