older experienced people as transformational people
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“I am incapable of conceiving infinity, and yet I do not accept finity. I want this adventure that is the context of my life to go on without end.”
―
Simone de Beauvoir
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“It`s not how old you are, it`s how you are old.”
―
Jules Renard
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So.
In the past months I received two things that didn’t seem related but in my warped mind they did:
1. Ralph Cutcher (a nice really smart guy) talked in his newsletter about helping companies hire more transformational people.
– Transformational Players:
During the last year, most of our assignments have been for what I would term “transformational players”. Sounds like an impossible search assignment right? Not really. What these searches represent is an expectation of change and new possibilities, principally tied to establishing new capability, a new leadership approach or new business creation.
And they are always entwined with an expectation for revenue lift.
Our view may be skewed somewhat by the nature of how our practice has evolved, but I also see this when I talk with connections in every corner of the marketing and advertising world. A great replacement is not really considered a high value staffing move. More often than not these transformational player moves are accomplished by trading out another role(s) to fund this move, making an incremental FTE add or moving a star player into a transformational role. The result over time will be a version of the GE model… every year trade out the bottom 10% of your performers.
In this updated model, every person is intricately tied to a higher value role with a constant re-evaluation of the roles and how they fit in. This future view will put a premium on a person’s ability to influence and activate the organization regardless of their current role.
2. I was forwarded an email suggesting about only 4% of employees in advertising (say marketing) agencies are over 50 … so where is the knowledge and experience coming from (and the editorial suggests how can agencies developing communications to boomers do so without boomers guiding the relevance)?
Here is the quote from EngageBoomers:
The PEW Center released a study at the end of last year suggesting that the current generation gap is the largest in the almost 50-year history of the study. Even larger than during the Vietnam war era. Today, an astounding 79% of Americans believe that there is a generation gap in the ways young and old think and believe.
And then there’s this … The average age of an advertising agency creative person is 28. The average age of a media planner is 24. And less than 4% of advertising agency personnel in America is over the age of 50. I know why all the ads look and sound the way they do. I know why none of them talk to the 50+ audience. A friend of mine offered up this paraphrased quote from the Greek philosopher Xenophanes: “If horses had gods, they would look like horses.” Thirty-five year old creative people are always going to create messages that look like them, sound like them and act like them. Why? Because they’re 35.
Okay.
I have to tell you.
I think the market place needs more 50 year old+ employees than ever before (and I am gonna tell you why).
Now.
I am not suggesting all 50+ people are the same. And this generalization may be translatable to other age groups but let me suggest there are three groups of 50something business people:
– Over 50 and all they know and believe in is what they were taught when they were in their 20’s.
– Over 50 and they have all the knowledge they need to be on their own and like being on their own (I call these builders)
– Over 50 and have accumulated iterative learning over the years and have a unique combination of old and new (and like renovating)
(note: I wrote a post about Builders versus Renovators if you want to check it out)
The first 50something group is lost in the past.
They will struggle because their thinking and ideas and even their vocabulary can be out of date. They will suck at transformation or renovation. Their hope is finding someone who needs to work on their internal construct of how to get shit done because … well … they know how to get shit done within a system.
But mostly these are the people when we were young we thought were ‘out-of-touch’ from the real world (or chuckled to ourselves because they would throw out up to date buzzwords acting like they knew what was going on).
The second group has accumulated enough knowledge and expertise and confidence where mentally they have flipped from ‘working for someone’ to ‘working for myself.’
They have recognized their ability to build. And they like building (which is different than transforming). They would suck at transforming because they want to run the place and not simply be an enabler for the organization to shift. (Ralph also talks about this within his newsletter as “fear of flying” and learning about yourself). They could possibly be out of touch or they could be leading edge entrepreneurs. But it doesn’t matter because they are now going forward as their own boss.
And then there is the third 50something group.
They are renovators (Ralph calls them Transformation people). Companies should be fighting over these people.
They are old but not old. They are experienced but still learning. They have a solid thinking construct but flexible in application. They may have their quirks (because I believe all of us older people start feeling more comfortable in our own skin and therefore are a little less worried about ‘fitting in’) but also tend to be more interested in the result than worrying about step by step how they get there. They can actually make the current buzzword understandable by using past functional learnings to explain them.
They clearly have one foot in the past (history & knowledge) and one foot in the future (restless & learning).
Great at transforming.
Great at bridging generation gaps.
So.
When I say “fighting for these people” I don’t mean to suggest that companies should be stockpiling these people at the expense of young energetic fresh thinkers and doers. I am simply suggesting that companies need a good tier of these boomer types to transform themselves when, frankly, a lot of companies need to be ‘transforming.’ (and my definition of transformation is leveraging from solid good older characteristics an injecting some new characteristics).
I am also not going to suggest there should be a direct correlation between % of boomers in population and % of boomers in the makeup of business organizations. That would seem kind of silly to me.
You don’t need a shitload of these people because they are catalysts (and I think if you have too many catalysts in a room it creates either a black hole or an implosion … I cannot remember which).
But the numbers are pretty compelling that organizations should seek that third group of over 50ers (let’s be nice and call them boomers … hey … I am one … well … officially I think I am what is called a “Joneser”).
In 2009 The PEW Center released a study outlining the current generation gap is the largest in the almost 50 year history of the study.
Today, an astounding 79% of Americans believe that there is a generation gap in the ways young and old think and believe. Truly the only way to bridge that gap within an organization and eliminate generational divisiveness is to have boomers who can effectively communicate with and motivate all age groups.
Look. Just to make a point for all organizations.
I don’t know that I buy the dire extent of the issue the editorial in Media Post suggests with regard to boomers in advertising/communications agencies (The average age of an advertising agency creative person is 28. The average age of a media planner is 24. And less than 4% of advertising agency personnel in America is over the age of 50).
To the facts just stated I frankly say “so what.”
I don’t believe only women have to work on female driven communications,
African Americans on African American focused communications or clowns to work on circus communications.
Talented communicators can create links with anyone they desire to communicate with.
This leads me back to the importance of that third group of boomers with the talent I outline. That group will tend to be generalists.
They will have such a varied experience background that their value will be exponential in that they know how to transfer learnings to different situations. They will know how to take company vision (or ‘dream”) and give younger people purpose. And they will be flexible enough to do it in a variety of ways. Organizations today should be absolutely climbing over each other to find those people.
Why? Because no 25 or 30 year old can have that ability (that I guarantee).
Why? Because there is no possible way they would have had time to accumulate the experience and learnings to be fully (they could be partially at that point) capable of what a good third group Boomer type can offer an organization.
But hey. I am biased. I am selling my own age group.
But.
I will also say.
This is one of the few topics I feel pretty confident that I am right on. The young people in any organization I have ever interacted with are almost desperate for some more experienced person to NOT tell them what to do but rather enable their thinking, their thoughts, their ‘doing’ to become better. And isn’t that really what an older person is supposed to do? Insure that what comes after is just a little bit better than what is?
I think this post is fascinating…because I find myself in a similar situation of defending…
And yes, I will admit I am a 30 something…and while I may not have been able to have the time to accomplish the things a 50 year old could…I did see you categorized 50 years old differently, which is a key point to your argument. Because I truly have had more life experiences than some 50+ I know…maybe they fall in the first category…anyway..not the point of my comment.
Back to the point, today it seems that all companies or oganizations are looking for are the Y generation..we need more Ys…but Why? Because they were bathed in electronic bits since childhood? Here is the thing…they may know how to text and use facebook. twitter…whatever hot social media trend of the month is for their own personal use…but can most apply it to business?
I would argue another transformational group you may have left out are the 30 somethings…why you may ask? Well this group were forced to transform to the major technological trends of our time…they were the ones that were on online message board before AOL and the world wide interweb became so user friendly…the had to figure out how to use online journals and defend their internet sources in college…before it became mainstream…they were the ones that used email before it was cool…and they are the ones that can translate solid business principles to new age media trends like social.
They are also what i like to call the ultimate translators…they are still considered Xers…only mildly…they have friends and probably silbings of some people in the Y generation. They have parents that are boomers and if they are lucky grandparents that are were of the silent generation. A true unique position to be in…to have some sort of tie to most of the living generations, certainly to the working generations…and to have some business experience in their pocket…what do you say to that?
So I would augment your argument to say…think about a 30 something too when you look for a transformational player…it might pay off one day.
m
melissa. i agree wholeheartedly. i simply wrote this from a 50 year old perspective. i actually see great organizations aligned top to bottom (and i have drawn this as a pyramid in meetings – may have used it in my collaboration and consensus article) with charismatic visionary leader, a small tier of transformational much experienced seniors (say 50’s for sake of discussion), followed by a larger tier of 30something transformational personality employees (and your comparison point is the 50something transformationals and not the more “doer” employees (or specialized in a certain function and happy doing so therefore possibly highly talented but not broad managers … just so you don’t think i am suggesting all ‘doers’ are drones) and then at the bottom are the little experienced employees who really don’t have enough experience yet to start slotting themselves into whatever they will end up being.
i would also say (with some empathy i may add) that a 30something transformational is one of the toughest positions to be in within an organization. why? below the inexperienced aren’t experienced enough (in most cases) to delineate between you and your peers. next. you are different than the majority of your peers so it is difficult for them to relate to you. and if there are peer transformationals depending on the size of the organization you all like each other BUT you are competing for a finite group of opportunities at next levl. AND. because as i pointed out that the 50something transformational tier is typically small you are most likely reporting to a non-transformational as well as working with senior management not within that group. it is a minefield for the talented. but i will tell you. the prize at the end of the minefield is a humdinger if you can figure out a way through without blowing your ass up or just deciding to turn back.
Well said my friend.
m