The age of leadership

How ironic. On the back page of a national newspaper there is a story about people over 50 being deemed too old by recruiters to recommend for jobs. The same day a survey appears from the Leadership, Employment and Direction (LEAD) which asked 2,600 respondents whether they have any skills shortages and where the shortages are. From a list of 16 potential areas of skill shortages the survey found that leadership was second (after technical areas) and management was sixth.

LEAD chief executive, Andrew Henderson, says he was surprised that management and leadership were so high on the list of shortages because their skills are so essential for the management of an organisations broad skill set. No kidding!

Leadership is also essential for a host of other things like strategy, setting direction, risk management and being able to read the marketplace, a skill you learn with experience.

It was noted that leaders and managers need to look in their own backyard when it comes to skill development to identify and invest in the leaders and managers of the future or they will suffer a double impact from the skills shortage. That is not only a lack of people to do the jobs but a dearth of people with the skills to lead them that many companies are going to face.

Which brings me back to age.

One of the major drivers of the skills shortage over the next decade or so is the baby boomers moving out of the workforce. Some of them will do so by choice. But many will be forced out by the perception they are too highly paid, lacking technology skills and may develop health problems. I read in a recent interview that older women in particular are viewed as too opinionated, lacking in technical skills and too low in energy. Employers are also often urged to offer older workers part-time work, again reinforcing the attitude that older workers are “past” their peak performance.

But the reality is many people in their 50s and 60s are in peak condition to be in key leadership and management roles. To assume older people are unemployable or should be employed as mentors or on a part-time basis is absurd.

The older people I work with have enormous experience, tons of energy and brilliant leadership skills. They are curious about technology, read widely on it and are often the first with the latest gadgets, because, hey they can afford it. And they are fitter and look after themselves better than some of the young people in my office.

Companies must do two things better in the next decade. They must ensure that people in their 40s and 50s see a future with their company and should work hard on developing their management and leadership skills and yes, those skills can be learnt. They also need to make sure that when they are looking for managers and leaders they insist to recruiters that they widen the interview pool to include people in their 50s and 60s.

And be assured. Many older people won’t just want to keep working because their superannuation has taken a dive. They want to keep doing what many of them excel at: Leading, managing and teaching others to make sure companies have the right skill sets to be productive and profitable.