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EMBRACE AGING AT WORK

60 Is the New 30

I’m 60 years old. I will be 61 when this book is published. I gave a talk about Connect First and mentioned “the number.” (Why not? It seemed to flow from one of the stories I was sharing.) An audience member thanked me for being a role model of women remaining active as they age. It took me a beat to process. I don’t think of myself as old. My kids think I have an energy disorder. I work all day and go out with friends at night. At dawn I meet my 30-year-old son for an exercise class. I’m in my prime. I’m healthy and strong. I’m confident in what I know (that’s why I am writing this book), and astute enough to know that there’s no end to what I can learn. I’m not afraid to speak my mind. I’ve acquired enough experience that it’s hard to rattle me. My relationships are decades deep, tested and trusted. I’m in a position to open my network to help others achieve their goals. Why would I stop?

The world’s older population is growing at an unprecedented rate. A quarter of the US workforce is over 55 years old. If people are living and working longer, then young and old, we’re going to be stuck with each other for a long time, so let’s make the most of it. Let’s have honest conversations about age.

How long is too long, or not enough in a position? As employees mature in their roles, should the focus be on severance packages or retention bonuses? While many older workers continue to work for economic or social purposes, others are considering a transition but find themselves in a conversational vacuum. Employers don’t initiate the discussion for fear of being seen as discriminating, and employees don’t raise the topic for fear of being pushed out before they’re ready. The inverse is also true, top (senior) talent is left out of development programs because they are considered too old to learn, on the way out, or disinterested.

Rather than pretend you (or your colleagues) are Peter Pan, recognize that growing older isn’t an assault on reason, it’s a ripening of wisdom. Contrary to popular lore that innovative ideas spring only from young minds wearing hoodies and working in a garage, scientific data suggests that most successful entrepreneurs tend to be middle-aged—even in the tech sector. A 60-year-old startup founder is three times more likely to launch a successful company than a 30-year-old. Nobel Prize winners are having their breakthrough successes later and later in life. Accumulated experience leads to smart tactical decisions. Cognitive studies reveal that while younger adults may excel in the speed and flexibility of information processing, older adults make more adjustments after a mistake.

And there’s more good news! Across the lifespan, there’s a U-shaped positivity effect. Happiness starts out high in late adolescence and bottoms out in middle age (think middle managers angling for advancement, with unpaid mortgages, searching for a mate, caring for kids, struggling to pay taxes—or all of the above). At old age, there’s a second zenith. From Armenia to Zaire, people around the world tend to be happier as they mature—regardless of their nationality.

Stay with me, I’m on a roll. Pattern recognition, the ability to read emotional cues, and self-regulation also increase through the years, leading to greater empathy, intuition, and informed judgments. But don’t worry, the grey hairs aren’t showing off because, guess what? Egos mellow with age (usually). Rather than seek fame and recognition, as the years go by, we’re likely to become more focused on helping others than promoting our own agendas. When seeking ways to connect first, tap into the generosity and experience of people born in the twentieth century.

THIS IS FOR YOU IF

•   The “success” in succession planning is prompting you to look for ways in which everyone wins.

•   It’s been easy for you to see older executives as the barrier between you and the promotion you crave.

•   You appreciate that shiny and new isn’t always the smartest and best.

TAKE ACTION

Images   You can teach an old dog new tricks. Review career development plans at least annually with people of all ages. Don’t assume that someone older than 60 isn’t interested in growing.

•   Take the tension out of the team by openly inquiring about intentions and crafting a plan together. Succession planning stalls and junior people get restless (and consider leaving) when there’s no road map for the future. Organizations run the risk of having a talent canyon (not just a gap) if the senior leader (finally) retires and the designated replacement left months before, tired of waiting for a promotion.

•   Don’t let your high potential seniors slip away. Just because someone has been with the company for decades, doesn’t mean they will stay forever. If the feisty septuagenarian believes he is going to live until 120, there’s a chance he’s looking for a second act at a different institution. What would keep him engaged? Is it a change in hours, structure of the day, assignments, better lighting, or an ergonomic desk chair? Explore part-time arrangements that benefit you both.

•   Openly discuss the age structure of teams. How can different personal or health demands across the decades be deployed as an asset? If an older team member is rising with the sun, have them take the early shift and let the young mother drop off her daughter at school before coming to the office. Can you keep a roster of retired employees who can work as temps to cover workers on leave?

•   Plan for, rather than be surprised by, succession. Create training initiatives that allow younger employees to walk with, not in the shadow of, their elders. Devise clear plans to transfer knowledge, both technical and cultural. Have a “crossover” period where young and old employees appear in public meetings together, showcasing and affirming each other’s skill set. Honor the retiring employee by connecting their replacement’s success to the foundation the retiree laid.

KEEP IN MIND

•   Tone and timing matter when raising questions about age. Prepare. Find a calm time to initiate the conversation.

•   When setting up learning experiences across age groups, make sure everyone is familiar with the technology needed to share information.

CASE STUDIES

Can’t You Just Talk to Me?

One of my clients experienced a doubly awkward moment. Holly got a call from human resources to explain why David, her direct report, would not be promoted—“No more room at the top.” Holly was surprised and disappointed, as she had focused a great deal of attention on David’s career development, and he had been taking on increasing responsibilities with great success. As the call was ending, the HR representative asked, “Have you given any thought to when you might leave? That would create the space for David to move up.” After 32 years with the company, Holly was thinking about retiring but felt insulted by the question, however relevant it might have been. Wounding rather than collaborative, it seemed to come out of left field. Although Holly had been in extensive talent reviews and succession planning meetings throughout her tenure, there was no process to ask executives overtly about their potential retirement plans. Holly, the HR manager, and David all would have benefited from a more intentional and structured discussion that recognized Holly’s ability (and desire) to help ensure her team’s future while also planning for her own departure.

Holly had to make a choice. She could stew silently, or she could seize the opportunity to use her respected leadership to drive change in the company procedures. Along with HR, Holly helped institute a proactive review of retirement benefits with all eligible executives. The process equipped older staff to evaluate their personal timelines for continued employment and paved the way for more open conversations at the corporate level.

Do I Still Belong Here?

Systemizing the links between the old and new guard seems so obvious, yet it happens so infrequently. When Paul was transferred to the Paris office, he and his family received all kinds of relocation support. There was no question that this was going to be a major change. In contrast, when Paul retired years later, there were celebrations and heartfelt toasts, but no other preparation. Neither Paul nor the company had fully considered the personal and organizational impacts of his departure. Paul had chosen and mentored his successor, Sasha. But what were the expectations for contact once Paul left the firm? Would Sasha be seen as weak if she asked for his guidance? Would Paul be viewed as lost if he returned too often to the building?

Paul and I identified that his greatest fears were losing the relationships he worked so hard to build and not sharing his vast repository of institutional knowledge. Paul and Sasha made a plan. During the course of his first year of “freedom,” there would be six formal mentoring meetings. While at the office, Paul got to see and solidify friendships with colleagues. He was able to shed the self-consciousness around “What are you doing here?”; the company was able to utilize his institutional knowledge and experience for a year longer.

Calling on History

It was a very emotional moment for everyone when Tyler took over as executive director of a community services organization. The previous leader had been in the post for 16 years, and had seen the organization through a major capital campaign and the construction of a new facility. But it was time to usher in the new era! Tyler’s profile and style were quite different from his predecessor, Judy, and both respectfully wished each other well. Interactions between the two were infrequent until 18 months later, when Tyler called Judy and asked for advice. He found the role more challenging than he’d anticipated, and relations with the board required some deciphering. Judy was positively “tickled” and “thoroughly impressed with the lack of ego Tyler had in picking up the phone.” With a bit of distance, some time on her hands, and deep knowledge of the organization, Judy was delighted to further contribute to a mission she cared so deeply about. As word got around, Tyler’s reputation was further enhanced. How could you not respect a guy who knows what he doesn’t know and knows where to find the answer?

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