The Gores Opted Out - Why That Matters To Your Organisation

After a forty-year marriage, Al and Tipper Gore went their separate ways. She wanted a quiet life, spending time with her grandchildren. He lives in the public eye, on the road, telling the inconvenient truth. Each had the courage to enter the next phase of life as an individual, true to his and her own priorities.

It’s not uncommon at, or after, midlife for people to become passionate about living their values. For men or women, that might involve putting family first, dedication to a cause, taking a hobby seriously, or, pursuing vocational aspirations. What that means to organizations is mature people may want a change and, like the Gore’s, be bold enough to make dramatic moves.

Since less people are entering than leaving work and the workforce is aging, gaps will appear. Those needed as future leaders may leave to care for elders, their grandchildren, an aging spouse or, to begin a newly liberated life, fulfilling postponed dreams. However, it could mean that previously overlooked talent is available within an organization. Some people will change their minds and be ready to shift gears for a new career track, as their lifestyle enters a new phase.

Alert to the forthcoming skills shortage, many organizations have been recruiting the best and brightest of Gen Y graduates. At the same time, accommodating the family balance needs of Gen X. Talent management is now focussing on developing tomorrow’s leaders. Graduate development is a key strategy but what about employees who took the parent track? Flexi time and family leave were giant leaps toward equity in the workplace. Now, those who shelved their education and professional development in favour of work-life balance need a different kind of support. And, they have much to offer. These people raised kids, ran homes and navigated the complexities of modern relationships. They built houses, were active in communities, managed life outside of work - all while contributing as an employee. They have knowledge, talents and skills that may be under-utilised at work.

Engaging longer-term employees, showing them their work and life experience is valued and offering them professional development will pay off by filling the gaps in organizational knowledge and skills. Organizations that develop the latent abilities of mature workers produce career-satisfaction for valuable people and a sound return on investment. Mentoring is a cost-effective way of achieving these outcomes.

Being mentored and mentoring others builds organizational and individual capability. Mentoring relationships can look past age and job-titles that stereotype workers and discover the person. Talents developed and applied bring joy to people and strength to an organization. That’s how mentoring works!

What do you think about career development at mid-life or later?