A personal reflection – my age and place at work

Allof a sudden, I find myself as one of the oldest employees in the office.  I’ve been used to being one of the youngestfor so long.  It’s weird but I’m tryingto seek out the positives.  It can be atough spot – I’m a little older, more experienced, and I do know things thatwill benefit the organization – but I don’t want to be a ‘know it all.’  I don’t want to dominate everyconversation.  You hate those people whotalk incessantly about how it was at former employers.  I’m trying to find balance.  I also don’t want to come across as shyingaway from new things; I’m not fully set in my ways yet.  But because of my experience, I can see thepotential problems and hurdles that will come with some ideas.  That’s the benefit of experience, right? 

Ido see opportunities to mentor and share wisdom, especially to youngerfemales.  These chicas in their 20’s killme – very actively involved in charitable and volunteer organizations (in aneffort to pad the resume), way too concerned about what others think of them,not yet secure in who they are and what they stand for.  I give them credit – they’re trying to figurethemselves out.  I truly can relate; Iwas there once too.  So at this stage inmy life, it feels great to be able to share my experiences with these up andcoming ladies.  I let them know it’sgoing to be okay and that they don’t have to kill themselves to establish asolid career.  I also give encouragementto live your dream, be passionate, and don’t settle.  Those are probably the most important tidbitsI can share. 

Ifeel that one way we can help to stop pay inequity is to demand payequity.  Don’t take less – period.  I have a wonderful friend who recently movedinto a head HR role in an organization she’s been with for 4 years.  She knows exactly how much her previous 2predecessors were making in terms of salary. She’s passionate about the mission and would probably work for free ifshe could – she truly just wants to help. When she told me she was heading into the salary conversation, I toldher very directly ‘get paid’.  And Ireminded her that it’s not just about her – this is also for her daughter andmy daughters and all the females who will come after us.  We’re setting a foundation for thefuture.  Get paid.  Don’t settle. Maybe our girls won’t even have to think about it.

AsI’m coming to these realizations about my age and my place in the workforce,the discussion on succession planning is having new meaning.  I was recently reading an HR Magazine article on the topic fromlast fall (yes, I’m behind in my reading.) The suggestion was made to not solely focus succession planning on thoseemployees who are approaching retirement; rather, be planning for the potentialexit of all key employees.  Identifythose who are crucial to the operations of the organization and discussstrategies in the event of departure, promotion, etc.  This idea really stuck with me.  Talk around succession planning is usuallygeared toward those approaching retirement ages; we usually don’t think aboutit for younger employees.  I think theidea has a lot of merit.  I plan toincorporate that concept into future discussions with clients. 

Atthis time in our society when the Baby Boomers are heading toward a mass exodusfrom the workforce, we have to plan and get prepared.  But it’s not happening – I see businessowners and leaders shying away from the conversation.  Let’s be honest – no one wants to talk aboutthis.  The notion that thefounder/president/leader of the organization is one day going to not be aroundis scary.  And then you have thoseleaders who swear they are not going anywhere, they’re never going to die,never retiring, etc.  I’m working with anorganization whose founder’s wife at the age of 91 is still signingpaychecks.  When I asked them aboutsuccession planning, they looked at me like I was crazy.  They just can’t fathom it.  Yet. But it’s inevitable.  So I’mtrying to encourage them to start considering options for the future.  Better to do it now than be unprepared downthe road, right?  Makes sense to me butI’m not seeing it – and it makes me nervous for the state of these businessesin the next 5-10 years. 

Anotherreason why succession planning conversations aren’t happening is fear of agediscrimination.  No one wants to appearto be pushing the older folks out.  I amregularly asked what can or cannot be said to employees regarding retirement.  It’s a gray area and I don’t have a greatuniversal answer; it’s dependent on business circumstances.  I just want business owners to no longer fearthe conversation.  Let’s address this headon.

Iwill turn 40 exactly 8 months from today. As I understand from my current 40+ friends, my eyesight will soon startfailing me.  Other than that, I amlooking forward to the next part of my journey.