A few years ago, my Uncle Brian was laid off from his company after more than two decades of service. Like many baby boomers whose jobs became casualties of the economic downturn, he found the career search to be extremely frustrating.
When I asked him how it was going, he very candidly replied, “Not so good. No one wants to hire a dinosaur.”
I was floored. First of all, someone who is just shy of 60 is considered a dinosaur? Since when? Secondly, isn’t there a lot we can learn from a dinosaur?
Curious, I posed these questions to a friend, who was just as honest as my uncle had been. “Think about it. If you have a 30-something hiring manager, she may not see a 60-year-old as someone experienced. She may see him as someone with outdated ideas, or someone who’s at the end of his career.”
I understood her point, but it didn’t make me any less indignant, because I knew my uncle well. I knew that during his long stint as a ship broker, he had worked his way up the ladder, gaining valuable knowledge about the industry and developing solid contacts. I knew he had a lot to offer, and it bothered me that companies who were hiring couldn’t — or wouldn’t — see that.
And in case you think I’m biased (which of course I am in this case), below is an excerpt from a recommendation on his LinkedIn page:
Brian is a hard-working, experienced and knowledgeable maritime industry professional with many years of experience and tremendous resources. He is truly a great guy and a pleasure to work with. I would highly recommend Brian in any business capacity or deal where you value trust, honor and respect…
One thing he isn’t, however, is young. But he isn’t exactly a relic either. People are remaining in the workforce much longer these days, especially in light of rising college tuition and social security payments that don’t go as far as they used to. And many of them are still hungry; still seeking to expand their experience and, perhaps more importantly, share what they’ve learned over the years with younger colleagues.
In a recent article, Daniel Burrus wrote, “The young and the old are the perfect complementary match. When what each group brings to the table is combined, they can create positive results, competitive advantage, and a profitable future.” The key, according to the best-selling author and corporate strategist, is knowing and leveraging the strengths of each group.
For example, while those in the older generation can offer wisdom and unique knowledge that’s been acquired over time, they can also learn from younger colleagues who might have a better grasp of new and emerging technology.
“The younger generation is also missing something — experience. That’s why the two generations need to work together and learn from each other,” Burress noted.
And he’s right. I’ve witnessed several examples in my own career where a seasoned leader has helped younger staff members by saying things like, “I’ve been through this before, and this is how we handled it,” or “This is what we did, and here’s why it failed.” I’ve also seen younger people educate their older peers by pointing out more efficient ways to complete a task, particularly when it involves technology or social media. I’ve gained so much by working with both older and younger people, and I truly believe that both can bring a great deal of value to the table.
I’m happy to report that my uncle landed a job and is very happy with his new role. The company that hired him probably figured the staff can benefit from the experience of someone who has been around the block.
To me, that’s smart thinking, and organizations that fail to see beyond someone’s age just might go the way of the dinosaur.
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