leadership development for an aging workforce

© Entheos Group � 2012www.entheosgroup.net

Leadership Development for an AgingWorkforce

Dr. Janet Hively Jeffrey Beeson

Leadership Pipeline

Creating the Capacity for Optimal Performance

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

John Quincy Adams5th President of the United States


5 President of the United States

“No wise man ever wished to be younger.”

Jonathan SwiftEnglish Satirist

“We are the ones we have been waiting for.”

Hopi Saying

Leadership Needs

Level Key Skills Needed Values Needed

Contributor Technical proficiency, good relationships Quality, Professionalism

Leader of Others Planning, Delegation, Performance Monitoring, Coaching and Feedback, Rewards and Motivation

Integrity, Teamwork, Unit Success, Developing People

Leader of Selection and Development of People, Fairness, Transparency, Courage


Source: Charan, Drotter and Noel, The Leadership Pipeline

Leader ofManagers

Selection and Development of People, Holding People Accountable, DeployingResources, Managing Boundaries

Fairness, Transparency, Courage

Leadership Passages



Leadership Passages

Every passage requires that a leader

• Learn Different Skills


• Adopt New Values

• Shift both Thinking and Awareness

Images from

Leadership Development Programs


Training offerings for the older

workplace population


Source: Cedefop

Employment trends

among mature workers

Sweden

Germany

Employment rates for Adults aged 50-64


0% 20% 40% 60% 80%

Eu - 27

Bulgaria

Italy2000

2005

2010

Source: Eurostat

Population Development


Stereotypes about

Mature Workers

Why we don‘t invest

Cost more

Less productive


Slower

Miss Work

Greater risk of departure

Can‘t teach an old dognew tricks

Cost less than external or new hires

Get higher performanceevaluations

Why we should invest

The Reality about Mature Workers

Cost less

Better performance


Know the system, adept atmanaging breakdowns

Less short-term illness

Debunked by newbrain science

More committed tothe organization

Work Smarter

Reliable

Lifelong learning

Loyal

Life Planning

0-25 25 - 50 50 - 75 75+

Age

Current Paradigm


Youth Student Working Adult Retired Pensioner

The Real Story

1. We‘ve added 20 years for active, healthy engagement in the middle of life

2. The majority of workers want to be employed pastretirement age


retirement age

3. New ways of working match older worker‘s interests

4. The aging society demands extended employment

Life Planning

Age

Paradigm Shift

0-25 25 - 50 50 - 75 75+


Youth Student Working Adult Retired Pensioner

Youth Adult Worker Mature WorkerEncoreCareer

5th Age

Leadership Roles

What new leadership roles are opening up for matureworkers ?


workers ?

Choices for Older Managers

� Shift down – new focus

1. Mentor / Team Coach

2. Specialist

� Shift out – phased retirement


� Shift out – phased retirement

1. Teaching

2. Entrepreneurship

3. Community, non-profit

� Shift up

• Lead across Boundaries

Leadership Needs

Level Key Skills Needed Values Needed

Leader acrossBoundaries

Communication, Negotiation, ConflictResolution

Integrity, longer-term view, impartial, ambition for the whole



HR Practices for

Leading across Generations

� Interactive Performance Appraisal System

� Career Customization


� Career Customization

� Succession Planning for Active Aging Management

Leadership Incubator


Contact Information

EntheosJeffrey Beeson, MBA/MAForging Leadership Strategy

© Entheos Group � 2012

Forging Leadership StrategyDanklstrasse 30 � D-81371 München

T E L + 49 � 89 � 72 94 95 83MOB + 49 � 160 � 96 46 02 11FA X + 49 � 89 � 76 75 62 [email protected]

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© Entheos Group � 2011

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