It’s easy to romanticize: ‘What an opportunity to learn from the best.’ And it is. But it also comes with the quiet pressure, unspoken expectations, and the constant awareness that I am the youngest in the room - but not the least accountable.

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Have you ever entered a room and felt the people silently assessing you before you even opened your mouth? I know that feeling. And instead of letting it unsettle me, it pushed me to reflect on what leadership really is: how to create trust, alignment, and movement in a team where expertise and authority don’t sit in the same chair.

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Thrown into deep water – and learning to swim

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Leading these specialists often feel like being thrown into deep water with only one floater - expected to stay afloat and learn how to swim at the same time.

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There are moments when I wonder if they can sense the split second where I hesitate internally, even while projecting confidence externally. My inner dialogue is constant:

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• Do they notice when I hesitate?
• Am I asking the right questions?
• How do I balance their experience with the strategic perspective I’m here to bring?

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Perhaps you’ve had a moment like that too, where you knew you couldn’t simply ‘fake it,’ so you had to grow into the responsibility right then and there

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Those moments can feel uncomfortable, but that’s where growth begins. They have shaped how I show up - more prepared, more curious, more intentional. Ultimately, they’ve made me a better leader.

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Authority without seniority

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Leadership is not mechanical, it is relational. How I feel affects how I behave, and how I behave affects whether people trust me, follow me, or hold back.

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Have you ever been responsible for leading people who knew far more about the subject than you did? If so, you know how quickly it forces you to rethink what leadership actually demands.

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I’ve learned that my job is not to know more, but to create space where their knowledge can have real impact. I feel encouraged when these specialists challenge me, not to challenge my authority, but to elevate the work. And I feel a deep sense of responsibility - not just for the work, but for the people behind the work.

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Over the past year, one thing has become absolutely clear: trust isn’t given because of age, title, or expertise. Trust is earned when people see that you listen, set direction and follow through, and you treat their experience with genuine respect.

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The doubt

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I’ll be honest. I have doubted myself - many times, even when others believed in me. Perhaps you have too? I think most of us have, but we rarely say it out loud.

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I have asked questions I feared might sound like I do not fit in the role. I have wondered whether someone in the room thought ‘What is she doing here?’ and comparing my age to my title.

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Doubt has taught me something essential.

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I’ve seen that acknowledging what I don’t know often earns more respect than pretending I do. My job is not to compete with specialists, but to set direction and create an environment where they can excel. I’ve learned that leadership credibility is built through consistency, honesty, preparation, and courage.

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When younger leaders and experienced specialists collaborate well, the organization benefits in ways that go beyond the individuals involved. Younger leaders bring energy, structure, new perspectives, and a push for adaptability. Senior specialists bring depth, historical context, quality, and technical excellence.

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When trust grows between the two, psychological safety strengthens and innovation increases. Culture improves - because people see leadership as behavior, not hierarchy.

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What I take forward

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Leading senior specialists has reshaped my understanding of leadership. Influence does not come from age or technical depth, but from how I listen, act, and show up - every day.

I want to build a culture where experience is honored, curiosity encouraged, and leadership defined by behavior. A culture where specialists feel safe to challenge, leaders feel safe to admit uncertainties, and teams feel safe to grow together.

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That is the kind of leadership I aspire to - and the kind of culture I hope to build.

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Astrid Fossgård

DCC & LCI Manager, Vår Energi

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