In the context of global pandemic and its economic aftermath, we live in a world characterised by continuous changes and uncertainty: unexpected economic shifts, evolving technology, demographic changes. In this context leaders play a major role: they are called to face these changes and take new and uncommon paths in order to establish a vision, provide a plan of action, build strong relationships with their followers. They need to enhance the ability to anticipate different scenarios and problems, increasing organisational agility and success in navigating change. Similar to how the pandemic led to a digital workplace transformation, also triggered a boost in empathy. The COVID-19 pandemic has negatively impacted the health and wellbeing of millions of people around the world with the recent surge in depression, anxiety and burnout. Recent studies show that empathy is now the most critical leadership skill to nurture. This project offered valuable tools for youth workers to become active and engage citizens, serving a community and helping youth to reach common goals. The focus was to increase interpersonal and leadership skills in daily work and promote acquisition of these skills by young people they work with. This has increased the latter’s capacity to establish relations with others, promote success in school and university careers and prepare them to enter the labour market. The acquisition of leadership and interpersonal skills is crucial to promote resilience and to make youth workers and youth in general ready for future shocks in a period of turmoil as the one we live in. In this way, the project has nurtured and fostered the role of youth as empowered community leaders capable of communicating with their communities and with the political leaders as well as created networks and synergies, either at the national or transnational level, towards the development of more resilient societies. We noticed that the lack of leadership, especially the lack of clear and effective communication and of strategic thinking, is a global problem regarding not only the present generations, but also the future ones. We led back this problem to 3 reasons: 1 - In our society, the structure of relationships has changed and is still continuously changing. The relevance of leadership is always referred to a professional context. It follows that leadership regarding society is a totally neglected matter: the importance to be good leaders it should be extended to the society, even because it evolved as a social phenomenon long before it came into the professional phenomenon. Effective leaders can keep the people in the society motivated and work for the development of the society rather than their own benefits. 2 - Our society has became more individualistic: the prioritisation of individualbehaviours is put over the group's purspose. People are loosely connected and establish weak relationships: for this reason we need to develop the role of the leader through both identity and social dimension, enhancing interpersonal skills as empathy, in order to have better social interaction. 3 - The Covid pandemic has deeply effected the more basic human interaction. Due to the virus outbreaks, live interaction were orbitten or profoundly limited. Thanks to the technology that we have (had at the time) we quickly substitute real life interaction with digital one. Young people have been the most affected by social distancing. People who are growing up lose social skills and because of it there is a necessity to find a way to coexist in a real environment again and to create personal and live relationship. This means there is also the need of refocusing on group dinamics, leaving in the same environment and cooperate in real life. Experiential training was put in place, through a series of interactive activities, based on real situations, problem-solving, best practices’ exchange and role plays. LEAD activities followed (as we planned) moments for discussion and comparison. In this light, the project itself encouraged the dialogue between participants and succeed in facilitate the exchange of best practices, that still continuous today and in the future. Each organisation involved in the consortium of this project was involved by selecting a group of participants to travel to Italy and join their peers from the involved countries, aim that they achieved greatly. Furthermore, the organisations were involved in preliminary meetings to assess the state of the art in the respective countries and highlight any previously implemented projects regarding this particular topic. We followed the steps of the multiple studies on the subjects of proactive and inclusive leadership and found new ways of teaching, that we are still implementing in other projects.