Midlife, that hard to define life stage between youth and old age, is finally getting some respect.  Long the butt of jokes and stereotypes, midlife is now fodder for research, partly driven by the sheer number of baby boomers moving through midlife, but also shaped by our expanding understanding of the aging process.  New knowledge is coming from many fronts, including psychology, neuroscience, sociology, anthropology, and even gerontology.  This multidisciplinary approach allows us to take a nuanced view of midlife, and deepens our understanding of the joys and challenges that help shape the midlife experience.

Of the many midlife myths, I’d like to dispel four of them.

Myth 1: Midlife Crisis is a common event.

Pervasive in the popular psyche, “midlife crisis” is defined as a time of conflict and desperation, where aging is denied and defied.  Research shows that this kind of crisis is not prevalent. For most, midlife continues to be a time of development, well being, and resilience.  Instead of a crisis, we tend to experience turning points – events such as death of a loved one, job loss, divorce, or illness – that compel us to reevaluate and perhaps shift direction.  Turning points wake us up to our lives and motivate us out of complacency, but aren’t necessarily experienced as crises. 

Myth 2: It’s all downhill from here.

Midlife is seen as a time of loss – of physical vigor, and mental acuity.  In reality, medical advances and preventative care have dramatically expanded life expectancy, and midlife can be a time of health, wellness, and heartiness.  With respect to the aging brain, we now know that the brain continues to resculpt itself, creating new cells and developing new pathways.  Adults in midlife and beyond actually perform better at some mental tasks, especially those that require complex problem solving.  This is partly due to the influence of experience, but also due to the older brain’s ability to draw from both hemispheres.   Our emotional circuitry also matures, so we become more adept at filtering emotions through the lens of experience.

Myth 3: You can’t teach an old dog new tricks.

Many people go through major retooling at midlife, with still plenty of time to build a significant career.  A career launched at age 45 will mean 20 years of contribution, assuming a traditional retirement age of 65.  In today’s standards, 20 years is a long time for any career!  Millions of people are making these kinds of moves.  In the 2008 Encore Careers Survey, an estimated 5.3 to 8.4 million people shifted into an Encore career – a career that combines income, meaning, and social impact in the second half of life. 

Myth 4: I have to have it all figured out before I take action.

Traditional career counseling starts with self knowledge, usually through some kind of assessment of skills, interests, values.  The next step is to explore the world of work.  Through a systematic, matching approach, viable options are identified and weighed against each other. 

While there’s lots of merit to a planful approach, people sometimes get stuck here.  They assume there is one right option to uncover.  Or they try to discover a true “calling” that will fulfill a life mission and provide purpose.   Worse yet, they angst over the fact that they don’t have a “calling” and believe there is something wrong with them.

The planful approach needs to be balanced with a willingness to try new experiences and take some risks.  Instead of waiting for clarity from within, take small steps.  If things don’t work out, no worries!  Career paths are rarely linear, and experimenting allows us to playfully try on new hats while limiting risks.

Midlife can be a period of tremendous growth and potential.  By embracing the shifts and opening ourselves to new experiences, we can create and recreate ourselves throughout the lifespan.

Resources

Brim, Ryff & Kessler (2004).  How healthy are we?  A national study of well-being at midlife.

Cohen, G. (2005).  The mature mind.  Basic Books.

Metlife Foundation/Civic Ventures (2008).  Encore Careers Study.

Ibarra, H. (2003).  Working identity: Unconventional strategies for reinventing your career. Harvard Business School Press.

Lachman, M.E. (Ed) (2001).  Handbook of Midlife Development.  New York: Wiley & Sons.

The “Great Recession” is officially over, but it’s little consolation to the 14.9 million people still looking for work.* Long term unemployment is especially devastating.  A whopping 4.4 million people have been out of work for a year or more, with a disproportionate 18.3% of these from the ranks of workers 55 and up. 

For older job seekers, effective networking is especially important to landing that next job.  However, in my professional experience, I find that few people utilize networking to the full extent.  Networking is about building relationships, not simply expanding the rolodex.  Those who approach networking as a two way street build stronger and more effective connections than those with a “one and done” attitude.

In thinking about networking, I am reminded of the simple truths of Robert Fulghum’s bestselling book “All I really need to know I learned in kindergarten.”  Fulghum contends that if we merely remember basic rules we learned as children, like sharing, playing fair, and cleaning up our own messes, the world would be a better place. 

In the spirit of Fulghum’s simple advice, I’d like to offer my own summary of the important principles of networking and job search.

Be genuine.  Sometimes job seekers get so focused on being the “right” candidate for a job that they lose their own identity in the process. Networking contacts often see through a false persona, and credibility can take a hit if a person isn’t seen (or felt) as honest. Connecting in a real way can help turn a networking or even interviewing contact into an advocate. Perfect, scripted answers to interview questions won’t take the place of being authentic.

Be considerate. When job seekers focus too much on their sales pitch and don’t attend to the person with whom they are networking, it can come across as self-serving and shallow. Be respectful of time, listen, say thank you, keep in touch, and return the favor.

Communicate often. Today’s high tech job search is a mixed blessing. We have a plethora of information available at our fingertips, but the magnitude can be overwhelming. Despite the challenges, it is vitally important to maintain ongoing contact with people. Letting people know how a lead panned out, offering regular updates, staying in touch, all are important to maintaining a relationship and staying top of mind. It’s amazing how many job seekers have a “one and done” approach to networking, thereby making it easy for contacts to forget them down the road when they may actually have a job lead.

Know what you want.  A focused job seeker helps a networking contact envision concrete ways to help.  Know your strengths, be clear about the types of positions you are exploring, and clearly communicate what you need, such as referrals to others in his or her network, or ideas of companies that might be a fit for you.

Maintain a positive attitude. I know this is difficult, but nothing sours a networking meeting or interview like a negative attitude.   Focus on strengths, and trust that each networking meeting, and each job application, is one step closer to a job.

Be generous. In networking meetings, listen for needs, and think of ways to contribute.   Be generous with your knowledge, share relevant articles and links, and even make introductions to others when appropriate.  I’ve witnessed people parlay a networking meeting into a consulting project by adding “no strings attached” value.  Temporary gigs provide practical experience, expand networks, and even some income, while expanding a resume.

Real barriers exist for experienced workers, like age discrimination and stiff competition for jobs.  However, older workers bring a wealth of knowledge and experience to the workplace.  Finding ways to highlight this value is essential.  Networking, when approached as a two way street, can be a potent tool for the older job seeker.  With the right attitude, the road to reemployment may be long, the path winding, but the journey can be one of growth and hope.  In the end, it is the simple but profound things that may make the difference.

* Statistics are from the August, 2010 U.S. Department of Labor reports.

For more information on the impact of this economy on older workers, consult these articles:

http://data.bls.gov/cgi-bin/print.pl/opub/ils/summary_10_04/older_workers.htm

http://economix.blogs.nytimes.com/2010/09/20/the-plight-of-older-workers/

Workforce demographics are shifting, and the number of mature workers will steadily increase in the years to come.  For workers ages 55-64, 36.5% more will be in the workplace in 2016 when compared with 2006 (U.S. Bureau of Labor Statistics).  Even more dramatic increases are forecasted for those ages 65-74 and those 75 and up – a whopping 80% increase in each category.  By 2016, 6.1% of the U.S. labor force will be age 65 and older, compared with only 3.6% in 2006.

 This trend leads to a new take on workplace diversity– age diversity.  Today’s workforce spans four generations: Traditionalists (born before 1946); Baby Boomers (born 1946-1964); Generation Xers (born 1965-1981); and Millennials (Born 1982-2000).   As mature adults remain employed, we increasingly need to understand the strengths and challenges inherent in multigenerational workplaces, and find ways to leverage age diversity. 

The popular press paints a picture of generational divide at work.  Mature workers (Traditionalists and Baby Boomers) are portrayed as loyal and hardworking, but dinosaurs when it comes to innovation and technology.  Younger employees (Generation Xers and Millennials) are viewed as innovative, but disrespectful, lazy, and egocentric.  Taken at face value, these stereotypes can lead to conflict and turmoil in the workplace.

The reality, according to research, is that generations are different in some ways, but similar in many more.  More gap than chasm, generational differences have subtle impact, not the dramatic conflict portrayed in the popular press.  Research by Jennifer Deal, author of Retiring the Generation Gap, points to the similarities between generations.   Workers of all generations will need to be sensitive to differing perspectives across age cohorts, but also find ways to connect. 

Here are some tips on bridging differences and building on commonalities across the generations.

• Rethink what loyalty means.  Mature workers value company loyalty, and often view younger workers as lacking company allegiance. Lynne Lancaster, expert on generational differences, points out that Generation Xers are loyal, but to a project, a boss, or a team, not necessarily a company.  Loyalty is expressed differently, and needs to be valued and understood through this lens.
• Understand core values.  Generational groups share common core values, especially when it comes to family. Young workers are more interested in results than face time, and value balance. Flexibility, whether to care for young children, aging parents, or to pursue adventure is of value to all generations.
• Expand communication approaches.  Members of the Millennial generation view technology as essential to their lives.  They rely extensively on electronic methods of communication.  Strengthen communication through technology AND direct communication.
• Foster respect, and respect differences.  All employees crave respect, but the way it is expressed can differ.  According to Jennifer Deal, mature workers feel respected when their opinions have weight.  Younger workers want to be heard and respected for their talent and ideas.

Age diversity is a reality in today’s workplace, and will only increase in the future.  Transferring knowledge across generations will depend on building relationships and communication approaches that work for all employee groups.  Workers of all ages add tremendous value to our organizations, and will be important components in the diverse workforce of the future.

Resources: 

United States Department of Labor, July 2008: http://www.bls.gov/spotlight/2008/older_workers/

Deal, Jennifer (2006).  Retiring the generation gap: How employees young and old can find common ground.

Lancaster, Lynne C., & Stillman, David (2003).  When generations collide.

Parts of this article were originally published on the Minnesota Career Development Association website, November 16, 2009, http://mcda.net/news/bridging-the-generational-gap-in-the-workplace/

Volunteering is up in the U.S., and the economy may be one cause.  Some volunteers are motivated by unemployment, and volunteering is a way to keep skills sharp and make use of newfound time.  For others, volunteering reflects personal gratitude and empathy for those less fortunate.  Still others have responded to a presidential call to service.  Whatever the reason, our nonprofits thank us.

Interestingly, Boomers as a cohort have one of the highest volunter rates of any generation.  In 2009, 63.4 million people, or 26.8% of the population volunteered in some capacity.  Almost 31% of 45-54 year olds volunteered, and 28.3% of 55-64 year olds volunteered. 

Given their numbers, educational level, and wealth of experience, Boomers represent a huge potential talent base for nonprofits.  Nonprofits have taken notice, and savvy organizations are strategizing ways to capitalize on Boomer volunteering.  Understanding the motivations of Boomer volunteers will be essential if nonprofits want to attract and retain them.

People volunteer for lots of reasons.  Mark Snyder and E. Gil Clary summarized some of the reasons in a chapter they wrote for the book “The Generative Society: Caring for future generations.” They identified six psychological functions of volunteering.

Express Values.  Volunteering allows people to demonstrate important values such as altruism and humanitarian concern.

Understanding of Differences.  Volunteering exposes us to people who are different from us, and deepens our sense of understanding of differences.

Social Connections.  Volunteering provides opportunities to work together with others, to build relationships, and to fit in with a reference group.  We get a sense of belonging from volunteering.

Career Advancement.  Volunteering can be a path to developing new skills, expanding professional networks, and enhancing a resume.

Gratitude.  Volunteering may be motivated by gratitude for what we have, and reducing personal guilt.  When we serve, we give back for the opportunities we have.

Growth and Development.  Volunteering can provide outlets for personal growth and development.  Through this growth, we can enhance self esteem and confidence.

As Boomers look down the road and explore ways to live and work, volunteering may be an important part of the puzzle.  Volunteering opens doors, builds networks, enhances self esteem, fosters growth and development, and promotes career opportunities.   Volunteering may serve as a bridge to a different line of work, or as a transition into an encore career.  AND, it’s good for your health!  Studies find that volunteering can boost mental and physical health.  It’s rare to find an activity that provides so much benefit, to the volunteer personally and to society as a whole.   

Resources

U.S. Bureau of Labor Statistics:  Volunteering in the United States, 2009.  http://www.bls.gov/news.release/volun.nr0.htm

The Health Benefits of Volunteering: A Review of Recent Research (2007).  Corporation for National and Community Service.  http://www.nationalservice.gov/about/role_impact/performance_research.asp

Snyder, M., & Clary, E.G. (2004). Volunteerism and the generative society.  In St. Aubin, McAdams, & Kim (Eds.).  The generative society:  Caring for future generations.  Washington, DC: American Psychological Association.

With Baby Boomers approaching retirement age, there is talk about an impending “brain drain” in our organizations.  It’s amazing how a crashing economy can change the whole landscape.  A 2009 Pew study reported 40% of workers over age 62 plan to postpone retirement as a result of the recession to rebuild their portfolios.   The predicted “brain drain” has a reprieve.

Even before this economic crisis, Boomers expected to work into the retirement years.  For instance, Merrill Lynch’s 2005 New Retirement Survey reported that 76% of Boomers plan on working after traditional retirement age.  The current economic realities solidify these trends, offering both challenge and opportunity. 

The Challenge

It can be disappointing to push back a target retirement date, especially for someone with high hopes for the next phase.  As poet Langston Hughes so eloquently reminds us, “a dream deferred” can cause considerable pain and despair.  If disappointment morphs into resentment or bitterness, individuals and organizations will suffer.  The challenge is to remain engaged and enthusiastic about work, and to contribute despite a course correction. 

The Good News

Staying employed isn’t necessarily a bad thing.  In reality, work can add to quality of life and promote healthy aging.   We know that work fulfills many needs, by offering opportunities to contribute, achieve, and be part of a social network.  All of these components are important to healthy aging and well-being into the later years.

The Possibilities

To make the most of this situation, Boomers can rethink HOW they work.  By exploring innovative strategies for work, they can promote financial security while creating room for pursuing other interests.  With flexibility and “out of the box” thinking, Boomers may find work that enhances rather than interferes with retirement dreams. 

Flexibility in the Structure of Work

Older workers often want control and autonomy in how work gets done.  There are many alternative ways to structure work that promote flexibility, such as compressed workweek, varying start and end times, less than fulltime work, job shares, cycling in and out, and telecommuting.  A valuable, experienced employee may be in a good position to negotiate a flexible arrangement to the mutual benefit of employee and employer.

Flexibility in Career Paths

Older workers can explore opportunities to downshift jobs to fit with redefined life priorities, or to work on a contingent or project basis.  These options offer balance between work demands and lifestyle desires for employees, and provide employers with a ready cushion to expand and retract their workforces. 

Members of Generation Y, born roughly between 1980 and 2000, are known for their tendency to blur work and life spheres.  This generation grew up with technology; it is interwoven into their daily lives.  Generation Y members may serve as mentors and role models as Baby Boomers explore innovative ways to harness technology to blend work and life goals, and ultimately redefine retirement.  How’s that for a “far out“ solution?

Resources

Harris Interactive (February 23, 2005).  The Merrill Lynch New Retirement Survey: Perspectives from the Baby Boomer Generation.

Pew Research Center. (2009). America’s changing workforce: Recession turns a graying office grayer. Washington, DC: Author.

Pitt-Catsouphes, M, Matz-Costa, C., & Besen, E. (2009).  Age & Generations: Understanding experiences at the workplace (Research Highlight 6).  Chestnut Hill, MA:  The Center on Aging & Work/Workplace Flexibility.

Hughes, Langston.  A dream deferred.

When I ask groups to define “retirement,” people inevitably come up with images of endless golf, fishing, lunches, time to kick back, and a reward for years of hard work.  Our stereotypes of a leisure retirement are relatively recent, however.  Before the Social Security Act of 1935, retirement wasn’t in the cards for many in the U.S. 

Historically, older adults continued to work for as long as possible, in jobs or through self employment, often living in multigenerational households to pool resources.  For farm families, older adults might turn in their plows and sickles for less physically demanding roles, such as making clothing, tending animals, teaching grandchildren, and working at all the myriad of tasks necessary to run a farm.  Even in the city’s factories, older adults worked, figuratively “dying with their boots on” as Marc Freedman said in his book Prime Time.

The “leisure retirement” concept grew out of a brilliant marketing campaign by Del Webb.  In 1960, Del Webb launched an innovative plan – to create a separate retirement community offering fun in the sun for older adults.   Sun City was billed as a place to live out the “Golden Years” in style.  Webb touched a nerve with a population that was floundering with an identity crisis.  A generation with a strong work ethic suddenly found itself struggling with identity and self worth.  In 1949, labor leader Walter Reuther coined the term “too old to work, too young to die,” powerfully capturing the sentiment.  Webb offered an alternative image to the bleak view of retirement of the day.  Even Webb was surprised by the enormous response to his retirement community concept, attracting 100,000 people in the first weekend.

The 21^st Century retirement model will look very different from the images at the turn of the last century, as well as the leisure model that emerged in the 1960’s.  Part of the shift will come from social realities.  In 1950, 16 workers supported one recipient of Social Security.  Today, 3.3 workers support each recipient.  In 1940, an average male at age 65 could expect to live an additional 11.9 years, compared to 16.7 years in 2004.  Women age 65 can expect to live an additional 19.5 years, compared to 13.4 years in 1940.  These figures represent a 40% and 45% increase in real longevity prospectively for men and women. 

As a society, we will need to explore alternative models that integrate work with leisure, to extend the viability of our social programs like Social Security.  The beauty is that work can enhance quality of life for older adults.  Meaningful work that promotes an active lifestyle, builds social interactions, and offers mental stimulation, as well as purpose will be an important component of the 21^st century retirement model.

For more on this topic, see Marc Freedman’s book Prime Time, and visit these websites:

http://www.ssa.gov/OACT/TR/TR08/tr08.pdf

http://www.justfacts.com/socialsecurity.asp#

“The pitcher cries for water to carry, and a person for work that is real.” ~ Marge Percy

There is a trend, some say a movement, for people to combine paid employment with meaningful work in the second half of life.  Marc Freedman, a thought leader and evangelist for this movement, coined the term “Encore” career to describe this trend.  Freedman defines an Encore career as purpose driven work that combines income, personal meaning, and social impact. 

There are many reasons why people are exploring meaningful work in the second half of life.  We’ve all heard the term “midlife crisis,” characterized as a time when people desperately try to connect with a fading youth.  While midlife can be a time of angst, for many it is instead a time of great hope and possibility.  Midlife can be a time when priorities shift to reflect our authentic selves.  A common theme is a desire to give back and have meaningful impact.  Psychologist Erik Erickson saw this as a developmental task of adulthood, as people focus on generativity versus stagnation.

People who enter Encore careers often have a strong desire to stay active and productive into the later years.  They want challenge, and are drawn to work that gives them energy.  They feel called to make a difference in the world and to use their skills to promote the common good.  They often desire work that offers flexibility and allows them to call the shots.  And, they are often working for practical reasons as well – income and health benefits.

Findings from the 2008 Encore Careers Survey

The number of people moving into Encore careers is inspiring.  A 2008 Encore Careers Survey* estimated that 5.3 to 8.4 million people have moved from midlife careers into Encore careers.  These career changers represent 9.5% of the U.S. population aged 44-70 years old.  An additional 44.7% of respondents expressed interest in moving into an Encore career. 

A desire to advocate for a cause or issue topped the list of motivators for Encore careers.  People were also motivated to work with children and youth, preserve the environment, and teach.  People are starting Encore careers in education, health care, government work, and nonprofit organizations, and some in for profit organizations as well.  They fully expect to work well into the traditional retirement years, but see this work as a vital part of their “retirement” lifestyle. 

The nonprofit organization Civic Ventures has launched an outstanding website for people interested in Encore careers. For more information, visit this website: www.encore.org.

* MetLife Foundation/Civic Ventures Encore Career Survey, June, 2008

People today are living longer and healthier lives than at any other time in history. It is not unusual to remain active and engaged well into the later years – even to the end of life. These bonus years of health and longevity create tremendous opportunities for continued growth and contribution across the life span. 

Older adults are forging new paths as they return to school, change careers, launch businesses, and explore new employment options.  All signs point to a desire, and often a need, to incorporate work well into traditional retirement years.  In fact, older workers make up one of the fastest growing sectors of employees in the United States. It is projected that by 2012 over half of the US workforce will be 40 and older, and 20% will be 55 and older.

The baby boom generation, 76 million strong and known for their ability to transform culture, undoubtedly will redefine retirement.   Many are rejecting the traditional notion of a leisure retirement, opting instead for a rebalancing of life roles to incorporate work, health and wellness, social connections, and leisure.  Older employees are exploring alternative work models, such as phased retirement, cycling between work and time off, part time and project based work, and self employment. 

Society stands to benefit as older workers remain employed.  There are tangible benefits, such as extending the runway for programs like Social Security and Medicare, both of which have questionable long-term viability.   However, the bottom line is that we need the knowledge and skills of older workers.  Older workers bring breadth and depth of experience to our workplaces.   As Arthur Schopenhaur once said, “The first forty years of life give us the text; the next thirty supply the commentary on it.” 

In addition, there are enormous personal benefits for those who continue to work into the later years. Ongoing engagement is vitally important to health and well-being as we age.  The workplace can be a rich environment for older workers to find outlets for mental engagement, fulfillment, social connection, achievement, and purpose.

Some see this time between midlife and old age as a new life stage, defined as a time of vitality and engagement.  Yet we still don’t have a term to adequately describe this new life stage.  Boomers are clear that they do not like the term “retiree” or “senior citizen.”  Marketers are testing catch phrases that communicate an active lifestyle, and possibilities include “second act,” “prime time,” and “third age.”  Time will tell what terms stick. 

We know that the boomer generation will redefine this life phase, and will push the envelope with respect to work.   This blog will highlight the interplay between work and vital aging, and explore trends that are reshaping the workplace.  I hope we can continue conversations and share practical suggestions and best practices for making the most of these trends.