The Quarter-Life Awakening: Why African Youth Must Embrace Their Prime Years
29.05.2025 Wajy news
Breaking free from the extended adolescence mindset to unlock Africa's potential
Introduction: The Paradox of Extended Youth
Across the African continent, a fascinating psychological phenomenon is unfolding. Young adults between 25 and 35—people who should be hitting their professional and personal stride—continue to view themselves as "still young," often extending behaviors, mindsets, and expectations more appropriate for their teenage years or early twenties. This extended adolescence isn't merely a personal choice; it's becoming a continental pattern that's delaying Africa's full emergence as a global powerhouse.
In boardrooms from Lagos to Nairobi, in universities from Cairo to Cape Town, and in the bustling markets of Accra to the tech hubs of Kigali, brilliant minds in their late twenties and early thirties are still waiting for permission to lead, still seeking validation from elders, and still postponing the big decisions that could transform not just their lives, but their communities and nations.
This isn't about rushing into premature responsibility or abandoning the joy and exploration that should characterize one's twenties. Rather, it's about recognizing that between 25 and 35, African youth possess a unique combination of energy, education, technological fluency, and global awareness that previous generations couldn't access. Yet many are squandering these golden years in a kind of extended adolescence that serves neither them nor the continent's urgent development needs.
The question isn't whether 25-35 year olds are young—they are. The question is whether they're young enough to avoid responsibility and leadership, or young enough to revolutionize everything. The answer will determine Africa's trajectory for the next several decades.
The Cultural Roots of Extended Youth
Traditional Age Hierarchies and Modern Realities
African societies have historically operated on clear age-based hierarchies where respect for elders was paramount, and young people were expected to listen, learn, and wait their turn. These systems worked well in agricultural societies where experience accumulated slowly and change happened gradually. Elders truly did possess the wisdom necessary to guide communities because the challenges they faced were similar to those their ancestors had navigated.
However, the modern world has inverted many of these assumptions. Today's 30-year-old African professional may understand digital transformation, global markets, sustainable development, and technological innovation far better than their 60-year-old parent or traditional leader. Yet the cultural programming remains: wait your turn, respect your elders, don't presume to lead while gray heads are still in the room.
This creates a psychological tension. Young Africans are simultaneously the most educated generation in the continent's history and the most reluctant to step into leadership roles. They've internalized the message that wisdom comes with age, even as they possess knowledge and skills that their elders couldn't have acquired in their youth.
The University Extension
Another factor contributing to extended youth is the prolonged university experience that has become common across Africa. With undergraduate degrees increasingly seen as insufficient, many young Africans spend their twenties accumulating qualifications—bachelor's degrees, master's degrees, professional certifications, sometimes PhD programs. While education is valuable, this extended academic phase can create a mindset where "real life" is always just one more degree away.
Universities, with their structured environments and clear hierarchies, can infantilize students well into their twenties and even thirties. Graduate students often live like undergraduates, with minimal financial responsibility, flexible schedules, and limited real-world accountability. When they finally emerge into the professional world, they may still think of themselves as students rather than professionals ready to contribute meaningfully to their fields.
Economic Dependence and Family Structures
Extended family support systems, while culturally valuable, can inadvertently enable extended youth. When parents continue to provide financial support well into their children's twenties and thirties, when extended families offer safety nets that remove the urgency of financial independence, young adults may lack the economic pressure that historically forced people into adult roles and responsibilities.
This isn't to criticize African family structures, which provide crucial support and stability. Rather, it's to recognize that these systems may need conscious adjustment to encourage independence and leadership among young adults while maintaining their supportive essence.
The Global Context: Why This Matters Now
The Fourth Industrial Revolution
Africa is not operating in a vacuum. The world is experiencing unprecedented technological change, with artificial intelligence, blockchain, renewable energy, biotechnology, and other innovations reshaping every industry. The leaders of this transformation globally are not 50-year-olds drawing on decades of experience in obsolete systems. They're 25-35 year olds who grew up with digital technology and think natively in terms of global, networked, technology-enabled solutions.
Mark Zuckerberg was 19 when he founded Facebook. The founders of Google were in their twenties. Elon Musk started his first company at 24. These aren't anomalies—they represent a global shift where the most transformative innovations come from young minds that haven't been constrained by "how things have always been done."
African youth in their prime years possess the same innovative potential, but many are still waiting for permission to use it. While their global peers are founding companies, leading movements, and reshaping industries, too many talented Africans are still in "preparation mode," accumulating credentials and waiting for validation from traditional authorities.
The Demographic Dividend
Africa has the youngest population in the world, with over 60% of the continent under age 25. This demographic dividend represents an enormous opportunity—if it's properly harnessed. Countries that have successfully leveraged young populations (like South Korea, Singapore, and Ireland in their growth phases) did so by empowering their youth to lead economic transformation, not by asking them to wait until middle age.
The window for capturing this demographic dividend is narrow. If current 25-35 year olds don't step into leadership roles in business, technology, politics, and social innovation within the next decade, the opportunity may be lost. The global economy won't wait for Africa to overcome its cultural hesitation about young leadership.
Climate Change and Sustainability
The environmental challenges facing Africa—from desertification to water scarcity to the need for sustainable energy systems—require immediate, innovative responses. These challenges disproportionately affect young people, who will live longest with the consequences of today's decisions. Yet many young Africans are deferring to older leaders whose short-term thinking and resistance to systemic change are inadequate to address long-term environmental threats.
Climate solutions require the kind of systems thinking, technological fluency, and willingness to challenge established practices that characterize innovative young minds. Africa cannot afford to have its most environmentally conscious and technologically capable generation sitting on the sidelines during the crucial years when climate adaptation and mitigation strategies must be implemented.
The Psychology of Delayed Adulthood
Imposter Syndrome and Cultural Programming
Many African youth between 25 and 35 suffer from a culturally-reinforced imposter syndrome. They've been told throughout their lives that wisdom comes with age, that respect must be earned through years of service, that leadership is something to aspire to rather than something to practice. When opportunities for leadership arise, they often decline or defer, feeling "not ready yet" even when they possess superior qualifications and fresh perspectives.
This psychological programming is reinforced by language and social customs. In many African languages, there are formal structures that reinforce age hierarchies in every conversation. Young people are expected to use deferential language when speaking to anyone older, regardless of professional competence or expertise. While respect for elders is valuable, these patterns can become psychologically limiting when they prevent capable young adults from contributing their full potential.
The Safety of Student Identity
Being a student is safe. Students are expected to learn, not to know. They're allowed to make mistakes without serious consequences. They receive guidance and support. They're not fully accountable for outcomes. For many young Africans, extending this student identity through multiple degrees, extended graduate programs, or perpetual "learning phases" provides psychological comfort.
However, the safety of student identity comes at a cost. Students don't change the world—they prepare to change the world. And if the preparation phase extends too long, the world changes without them. The most impactful learning often comes from taking responsibility, making consequential decisions, and dealing with real-world feedback rather than from academic exercises.
Fear of Failure and Cultural Shame
African cultures often have strong shame mechanisms around failure, particularly public failure. This can create risk aversion among young people who might otherwise be inclined to start businesses, lead initiatives, or take on challenging roles. The fear of disappointing family, community, or cultural expectations can lead to conservative choices that prioritize safety over growth and impact.
Paradoxically, this fear of failure can become self-fulfilling. By avoiding leadership roles and innovative ventures during their prime years, young Africans may find themselves less prepared for success when they finally do step forward, often in their forties or fifties when they have less energy, fewer recent connections, and more established competitors.
The Cost of Waiting
Personal Opportunity Costs
The years between 25 and 35 represent a unique window of opportunity for personal development and achievement. This is when people typically have the energy and flexibility of youth combined with enough education and experience to make meaningful contributions. It's when they're old enough to be taken seriously but young enough to take risks, learn from failures, and pivot when necessary.
Young Africans who spend these years in extended preparation phases may find that they've missed their optimal window for maximum impact. By the time they feel "ready" to lead, they may be competing with younger people who didn't wait for permission and older people who have accumulated actual leadership experience during the years when they were still preparing.
Economic Implications
From an economic perspective, delaying productive leadership and entrepreneurship has significant costs. Every year that a capable 28-year-old defers starting a business or taking on a leadership role is a year of lost economic value creation. Multiply this across millions of young Africans, and the aggregate economic cost becomes substantial.
Countries that have experienced rapid economic growth have typically done so by mobilizing their young adult populations during their peak productive years. Ireland's "Celtic Tiger" growth was driven largely by young professionals in their twenties and thirties. Singapore's transformation was led by young technocrats and entrepreneurs. South Korea's chaebols were built by ambitious young business leaders.
Africa has the human capital to replicate these success stories, but not if its most capable young adults are waiting until their forties to begin serious leadership roles.
Innovation and Technological Leadership
The global technology sector is dominated by companies founded by people in their twenties and thirties. This isn't coincidental—it reflects the fact that technological innovation requires a combination of technical fluency, risk tolerance, and freedom from institutional constraints that characterizes young adulthood.
Africa's technology sector is growing rapidly, but it's still playing catch-up with other regions. This gap will only widen if African youth continue to defer their entry into serious entrepreneurship and innovation leadership. The companies and innovations that will define Africa's economic future in the 2030s and 2040s need to be started today, by today's 25-35 year olds.
Breaking Free: A Framework for Maturation
Shifting from Preparation to Contribution
The first mental shift required is moving from a preparation mindset to a contribution mindset. Instead of asking "Am I ready?" young Africans should ask "How can I contribute?" Instead of seeking more qualifications, they should seek more responsibility. Instead of waiting for permission, they should create value and let results speak for themselves.
This doesn't mean abandoning learning or professional development. Rather, it means learning through doing rather than learning through studying. The most valuable education for a 28-year-old comes from leading a team, starting a business, or taking responsibility for meaningful outcomes, not from additional coursework or certificates.
Embracing Calculated Risk
Risk tolerance naturally decreases with age as people accumulate responsibilities and obligations. A 25-year-old can afford to fail at a startup and restart their career. A 45-year-old with a mortgage, children's education costs, and elderly parents to support has less flexibility.
Young Africans should recognize that their current life stage provides unique opportunities for risk-taking that won't be available later. This is the time to start businesses, move to new cities or countries, take on challenging roles, and pursue ambitious projects. The downside risks are manageable, while the upside potential is enormous.
Building Rather Than Asking
Instead of asking for opportunities, young Africans should create them. Instead of seeking mentorship, they should provide value to potential mentors. Instead of waiting for institutions to change, they should build new institutions. The most successful young leaders globally are those who built their own platforms rather than waiting for existing platforms to accommodate them.
This might mean starting a business rather than seeking employment, creating a nonprofit rather than volunteering for existing organizations, or launching a platform rather than contributing to existing platforms. The key is to move from a position of asking to a position of offering.
Practical Strategies for Taking the Mantle
Professional Leadership
Start Where You Are
Leadership doesn't require a title or formal authority. Young professionals can demonstrate leadership within their current roles by taking initiative, solving problems, and helping colleagues succeed. This builds leadership experience and credibility that can translate into formal leadership opportunities.
Seek Stretch Assignments
Rather than waiting for promotions, young professionals should actively seek challenging assignments that push them beyond their current capabilities. This might mean volunteering for difficult projects, proposing solutions to organizational problems, or taking responsibility for outcomes that others avoid.
Build Cross-Generational Alliances
Instead of viewing older colleagues as obstacles to advancement, young professionals should build alliances with those who recognize and support young talent. Many senior leaders are actively looking for capable young people to mentor and promote. The key is demonstrating competence and reliability rather than demanding recognition.
Entrepreneurial Leadership
Start Small and Scale
Entrepreneurship doesn't require massive initial capital or revolutionary innovations. Many successful businesses start with small solutions to local problems and scale over time. Young Africans should identify problems they can solve with their current resources and start addressing them immediately.
Leverage Technology
The global technology platform provides unprecedented opportunities for young Africans to build businesses that can reach markets far beyond their immediate geographic location. A talented developer in Kampala can build software for clients in New York. A creative designer in Lagos can serve customers in London. These opportunities require initiative, not permission.
Focus on Value Creation
The most sustainable businesses solve real problems for real people. Young entrepreneurs should focus on creating genuine value rather than chasing trends or copying successful models from other markets. African markets have unique characteristics and needs that create opportunities for locally-developed solutions.
Social and Political Leadership
Identify Your Platform
Every young person has some platform—whether it's social media followers, professional networks, community connections, or specialized knowledge. The question is how to use that platform to create positive change rather than just consuming content or seeking validation.
Start Local
Global change often begins with local impact. Young Africans can develop leadership skills and create meaningful change by addressing problems in their immediate communities. Success at the local level provides credibility and experience that can translate to broader influence.
Build Coalitions
Sustainable social change requires coalition building. Young leaders should focus on bringing people together around shared goals rather than trying to create change individually. This requires skills in communication, negotiation, and relationship building that are valuable across all domains of leadership.
Financial Leadership
Prioritize Income Generation
Financial independence is foundational to adult leadership. Young Africans should prioritize activities that generate income over activities that consume resources. This might mean choosing employment over additional education, entrepreneurship over internships, or skill development over credential accumulation.
Invest Early
Compound interest and investment returns are most powerful over long time horizons. Young adults who begin investing in their twenties and thirties have enormous advantages over those who wait until their forties or fifties. Even small amounts invested consistently can create substantial wealth over time.
Build Multiple Income Streams
Economic security increasingly requires multiple income sources rather than dependence on single employers. Young Africans should develop skills and relationships that enable multiple revenue streams, whether through freelancing, investments, side businesses, or diverse employment opportunities.
Overcoming Cultural and Systemic Barriers
Navigating Age Hierarchies
Working within traditional age hierarchies requires strategic thinking rather than direct confrontation. Young leaders can demonstrate respect for elders while still taking initiative and contributing meaningfully. This might involve:
- Seeking mentorship rather than challenging authority
- Proposing solutions rather than criticizing problems
- Building on existing traditions rather than rejecting them entirely
- Demonstrating competence through results rather than arguments
Managing Family Expectations
Family pressure can be one of the strongest forces maintaining extended adolescence. Young adults may need to have explicit conversations with family members about their readiness for independence and leadership. This might involve:
- Setting clear boundaries around financial independence
- Communicating career and life goals clearly
- Demonstrating responsible decision-making consistently
- Gradually increasing autonomy rather than making sudden breaks
Building New Networks
Traditional networks may not support young leadership. Creating change often requires building new networks of peers, mentors, and supporters who share progressive values about young adult capability. This might involve:
- Joining professional organizations and leadership programs
- Participating in entrepreneurship communities and innovation hubs
- Building relationships with other young leaders across Africa and globally
- Engaging with organizations that specifically support young professionals
Success Stories: African Youth Who Didn't Wait
Technology and Innovation
Across Africa, young leaders are already demonstrating what's possible when 25-35 year olds embrace their potential rather than deferring to age-based expectations. In Kenya, young entrepreneurs built M-Pesa into a global mobile money platform. In Nigeria, young developers created Flutterwave and Paystack, fintech companies now valued in the billions. In South Africa, young innovators are leading renewable energy and biotechnology ventures.
These success stories share common characteristics: their founders didn't wait for permission, they identified real problems and built solutions, they leveraged technology to scale beyond local markets, and they attracted investment and talent based on results rather than credentials or connections.
Social and Political Leadership
Young African political leaders like Bobi Wine in Uganda, Julius Malema in South Africa, and various young parliamentarians across the continent demonstrate the power of youth leadership in addressing contemporary challenges. These leaders didn't wait for traditional political parties to anoint them—they built their own movements and platforms.
Similarly, young social entrepreneurs across the continent are addressing challenges from healthcare access to educational inequality to environmental sustainability. They're founding nonprofits, social enterprises, and advocacy organizations that create meaningful change without waiting for older generations to solve these problems.
Business and Economic Leadership
Young African business leaders are building companies that compete globally while creating local employment and economic value. From fashion designers who are putting African aesthetics on global runways to agricultural innovators who are improving food security while building profitable businesses, these young leaders demonstrate the potential for African youth to drive economic transformation.
The Mentorship Paradigm Shift
From Seeking to Providing
One of the most powerful shifts young Africans can make is moving from seeking mentorship to providing it. Every 30-year-old has knowledge and experience that could benefit 20-year-olds. By mentoring younger people, they practice leadership skills while contributing to their communities.
This mentorship can take many forms: teaching technical skills, sharing professional experiences, providing career guidance, or simply modeling what productive young adulthood looks like. The act of teaching forces the teacher to articulate their knowledge and take responsibility for others' development—both crucial leadership capabilities.
Reverse Mentoring
Young professionals often have technological and cultural knowledge that could benefit older colleagues and leaders. Instead of only seeking wisdom from elders, young Africans should position themselves as valuable sources of knowledge about digital transformation, global trends, and contemporary perspectives.
This reverse mentoring can create mutually beneficial relationships where young professionals gain access to experience and networks while older leaders gain access to fresh perspectives and contemporary skills. These relationships work best when they're positioned as exchanges rather than traditional hierarchical mentoring relationships.
Peer Mentoring Networks
Some of the most valuable professional relationships are peer relationships with other ambitious young professionals. These peer networks provide support, accountability, shared learning, and collaborative opportunities that can accelerate professional development and create business opportunities.
Young Africans should actively build and maintain networks of similarly ambitious peers across industries, countries, and disciplines. These relationships often become the foundation for future business partnerships, investment opportunities, and collaborative ventures.
Financial Independence as a Foundation
The Psychology of Economic Dependence
Extended financial dependence on family creates psychological barriers to adult leadership. It's difficult to make independent decisions, take calculated risks, or assert professional opinions when basic financial security depends on family approval. Economic independence provides the psychological foundation for adult leadership and decision-making.
This doesn't mean rejecting family support entirely. Rather, it means building the capacity for independence while maintaining positive family relationships. Many successful young leaders maintain close family ties while ensuring that their core financial security doesn't depend on family approval of their choices.
Building Income-Generating Skills
Economic independence requires skills that generate income rather than just academic credentials that might lead to employment. Young Africans should prioritize developing capabilities that have clear market value: technical skills like programming or digital marketing, professional skills like project management or sales, or creative skills that can generate freelance income.
The goal is to build a portfolio of capabilities that provide multiple paths to income generation. This flexibility enables risk-taking and leadership opportunities that aren't available to people who depend on single employers or income sources.
Investment and Wealth Building
Building wealth requires starting early and maintaining consistency over time. Young Africans should educate themselves about investment options available in their countries and begin building investment portfolios even with small amounts. The combination of time and compound returns can create substantial wealth over decades.
This wealth building provides the financial foundation for leadership opportunities that might not be immediately profitable. It enables entrepreneurship, social impact work, and other leadership activities that might not generate immediate income but create long-term value.
Building Continental Networks
Pan-African Professional Networks
One advantage young Africans have over previous generations is unprecedented connectivity across the continent. Technology enables professional relationships and business partnerships that span countries and regions. Young leaders should actively build pan-African networks that provide opportunities for collaboration, learning, and business development.
These networks can facilitate knowledge sharing, investment opportunities, and collaborative ventures that leverage the diversity and complementary strengths of different African countries. A young entrepreneur in Rwanda might partner with colleagues in Ghana and South Africa to build a business that serves the entire continent.
Global African Diaspora Connections
The African diaspora includes millions of successful professionals and entrepreneurs who maintain connections to the continent. Young African leaders should build relationships with diaspora professionals who can provide mentorship, investment, market access, and global perspectives.
These relationships work best when they're mutually beneficial. Young Africans can offer diaspora professionals opportunities to contribute to continental development while gaining access to global networks and expertise. The key is to provide value rather than just seeking assistance.
International Professional Development
While building local and continental networks is important, young African leaders should also participate in global professional development opportunities. This might include international conferences, exchange programs, global competitions, or online communities that connect ambitious young professionals worldwide.
These international experiences provide perspective on global best practices, expand professional networks beyond Africa, and build confidence in competing on a global stage. They also create opportunities to represent Africa positively in international forums and build relationships that can benefit African development.
The Innovation Imperative
Solving African Problems
Africa faces unique challenges that require innovative solutions. From healthcare delivery in rural areas to financial inclusion for informal economies to sustainable agriculture in challenging climates, these problems represent enormous opportunities for young innovators who understand local contexts and global possibilities.
Young African leaders should focus on building solutions to problems they understand deeply rather than copying successful models from other regions. The combination of local knowledge and global technological capabilities creates opportunities for innovations that can scale across similar markets while addressing real needs.
Building for Scale
While starting local is important, young African innovators should design solutions that can scale across the continent and beyond. Africa's growing population and increasing connectivity create opportunities for solutions that can serve hundreds of millions of people if they're designed appropriately from the beginning.
This requires thinking systematically about market size, technological infrastructure, regulatory environments, and cultural factors that enable scaling. It also requires building organizations and partnerships that can support growth beyond the founder's immediate capabilities and connections.
Attracting Investment
African startups and social enterprises are attracting increasing attention from global investors who recognize the continent's potential. However, this investment flows to ventures that demonstrate clear value propositions, competent leadership, and realistic scaling strategies.
Young African entrepreneurs should focus on building businesses that create genuine value and demonstrate traction before seeking investment. The most successful fundraising happens when entrepreneurs can show results rather than just promise potential. This requires starting with available resources and proving concepts before seeking external funding.
Social Impact and Leadership
Addressing Continental Challenges
Africa faces significant challenges in healthcare, education, governance, environmental sustainability, and economic development. These challenges create opportunities for young leaders who can bring fresh perspectives, innovative approaches, and sustained commitment to creating solutions.
Young African leaders should identify problems they care about deeply and commit to building solutions over time. This might involve starting nonprofit organizations, launching social enterprises, participating in policy development, or creating advocacy movements. The key is sustained commitment rather than short-term projects.
Building Inclusive Solutions
Many of Africa's challenges disproportionately affect marginalized populations—women, rural communities, youth, and economically disadvantaged groups. Young leaders should prioritize building solutions that specifically address these inequalities rather than only serving privileged populations.
This inclusive approach often creates better business models because it addresses larger markets and more pressing needs. It also builds social legitimacy and sustainability for ventures that might otherwise face criticism for benefiting only elite populations.
Policy and Advocacy Leadership
Creating systemic change often requires policy reform and advocacy work that complements direct service delivery and business solutions. Young African leaders should engage with policy processes, advocacy organizations, and political movements that address structural barriers to development.
This engagement might involve running for office, joining policy organizations, participating in advocacy campaigns, or building research and advocacy capabilities within other organizations. The goal is to address systemic issues that individual businesses or nonprofits cannot solve alone.
Technology as an Enabler
Digital Transformation Leadership
Africa is experiencing rapid digital transformation that creates enormous opportunities for young leaders who understand both technology and local contexts. From mobile banking to e-commerce to digital healthcare to online education, digital solutions are transforming how Africans access services and conduct business.
Young African leaders should position themselves at the forefront of this digital transformation rather than just consuming digital services created by others. This might involve developing digital products, leading digital transformation within existing organizations, or building the infrastructure that enables broader digital adoption.
Building Digital Infrastructure
Beyond individual applications and services, Africa needs digital infrastructure—from broadband networks to data centers to digital payment systems to cybersecurity capabilities. Building this infrastructure requires technical expertise, business acumen, and substantial investment, but it creates the foundation for broader economic development.
Young African leaders with technical backgrounds should consider opportunities in digital infrastructure development rather than just application development. These infrastructure investments often provide more sustainable competitive advantages and contribute more directly to broader economic development.
Global Technology Competition
African technology companies increasingly compete with global players rather than just local competitors. This requires understanding global technology trends, international business practices, and the capabilities needed to compete at the highest levels.
Young African technology leaders should benchmark themselves against global standards rather than just local competitors. This might involve participating in global technology competitions, building relationships with international technology companies, or developing products that can compete in global markets from their inception.
Conclusion: The Time is Now
The next decade will be crucial for Africa's development trajectory. The continent faces enormous challenges but also unprecedented opportunities. The difference between success and stagnation will largely depend on whether Africa's most capable young adults step into leadership roles during their prime years or continue deferring to traditional age hierarchies that no longer serve contemporary realities.
Young Africans between 25 and 35 possess unique advantages that previous generations lacked: better education, technological fluency, global connectivity, and historical awareness of what works and what doesn't. They also face challenges that require immediate action: climate change, technological disruption, global economic competition, and demographic transitions that create narrow windows of opportunity.
The choice is clear: embrace leadership and responsibility now, during the years when energy, flexibility, and risk tolerance are highest, or wait for permission that may never come while opportunities pass to others who didn't wait. The continent's future depends on this choice, and the time for making it is now.
Africa doesn't need more credentials, more preparation, or more deference to age-based hierarchies. It needs capable young adults who are willing to take responsibility, create solutions, and lead transformation. The question isn't whether 25-35 year olds are ready for leadership—the question is whether they're willing to embrace the leadership that history demands of them.
The time for extended adolescence is over. The time for African youth to take their mantle and become their best selves is now. The continent is waiting, the world is watching, and the future is unwritten. It's time to write it.
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