Written by Gonzalo Sanz Setién, Lawyer at Uría Menéndez – London office
Spain’s victory in the 2026 FIFA World Cup has given our country a second star and a new reason to celebrate our national team. The tournament also confirmed the success of a new generation of Spanish players, who had already shown their potential during the UEFA Euro 2024.
Watching this team from London, where I work as a young Spanish lawyer, I have found it hard not to draw parallels with my own profession. Many of these players have been trusted to play important roles while still very young, at an age when most footballers are only beginning to establish themselves at the highest level. That is one of the most interesting features of this Spanish team, and the reason its story is worth telling beyond football: young talent should not be seen only as part of the future. In the right context, it can contribute meaningfully today.
From potential to performance
La Roja offers two strong examples of how talent develops, but also of how individual ability becomes useful within a team. People tend to grow faster when they are trusted with work that matters and given a clear role in a wider collective effort.
Lamine Yamal is perhaps the clearest case. He has been given the freedom to influence important matches at an age when many players are still fighting for a spot in a professional squad. His teammate, Pau Cubarsí, has shown similar composure in demanding situations. What stands out is not only their individual ability, but the way they have been trusted to use it as part of the team. They have been allowed to contribute to the success of the team, and they have certainly delivered.
This idea is equally relevant in the workplace. If younger professionals are kept indefinitely in supporting roles, organisations may lose good ideas and some of their most motivated people. In turn, giving them responsibility, with appropriate guidance, allows them to learn faster and contribute to the wider team.
What young talent brings to business
The value of giving young professionals responsibility extends beyond their own development:
- Younger professionals are often more willing to question established processes. They may ask why something is done in a certain way, whether an old approach is still effective or whether technology could make it simpler. These questions may not always lead to an immediate improvement, but they can help organisations consider whether existing approaches still make sense or need to change.
- They also bring different experiences and expectations to the workplace. This can help businesses understand changing customer preferences, identify new opportunities and reconsider how they work. Young professionals are often quick to learn unfamiliar tools and adapt to new ways of working, which can be particularly valuable as AI continues to accelerate change across businesses and industries.
- Finally, ambition matters too. People who are still building their careers will often want to prove themselves and take on more responsibility. That can translate into a willingness to take ownership of difficult projects, learn quickly and persevere when things do not go according to plan. For organisations, the challenge is to channel that ambition effectively by setting clear objectives, providing regular feedback and giving people confidence to take initiative.
Youth and experience: better together
None of this makes experience less valuable. In fact, the strongest organisations are those that allow youth and experience to work together.
Experience brings judgement and context. It helps teams assess risk, understand the consequences of a decision and turn a promising idea into something that works in practice. Younger colleagues, meanwhile, can bring curiosity, energy and a different perspective on how the world is changing.
Spain’s midfield provides a good illustration. The emergence of younger players like Pedri has been supported by established leaders such as Rodri, whose reading of the game and ability to structure the team have been central to Spain’s success.
The question, then, is how organisations can create the conditions for that exchange of experience to take place.
Making it work in practice
Making different generations work effectively together requires more than identifying promising young people.
Younger professionals should have genuine exposure to decision-making and a clear sense of how they can progress. Experienced colleagues should be encouraged to share their knowledge and provide guidance, while remaining open to perspectives on technology, customers, new ways of working and AI.
I have seen this in my own work as a young Spanish lawyer, now based in London. Much of what I have learned has come from working closely with more senior lawyers and seeing how they analyse unfamiliar problems and communicate advice. That experience is invaluable, but it becomes even more meaningful when young lawyers are also given responsibility and the chance to develop their own judgement.
That requires a degree of tolerance for mistakes. Organisations that give younger people a genuine opportunity to progress are more likely to retain them and benefit from their contribution over time. At the same time, a business that gives them responsibility without support may expose both them and itself to avoidable mistakes. The balance between trust and guidance is therefore crucial.
A lesson beyond football
Spain’s success shows what can happen when youth and experience work together. Businesses should take note… and young professionals should be ready to take their chance when it comes.