=H7OC7JJ;HI0 - Resiliency for Life€¦ · Mara Levin, a management-side employment attorney at New york-based law firm Herrick, Feinstein LLP, says she feels age discrimination in

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GRAy MATTERS:EXpEriENCEd EXECUTivEs GaiNiNG ThE EdGE

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contents

FINDING THE SILVER LINING IN THE GRAy CEILING ..................................................................................................... 4

INTRODUCTION ........................................................................................................................................................................... 5

STILL ROOM FOR IMPROVEMENT ......................................................................................................................................... 6

THE TIPPING POINT .................................................................................................................................................................... 8

IDENTIFyING AGE DISCRIMINATION ................................................................................................................................... 9

AGE-DEFyING ACTION STEPS ............................................................................................................................................... 10

A MATTER OF BRANDING ...................................................................................................................................................... 12

DON’T UN-GRAy THE RÉSUMÉ............................................................................................................................................ 13

USE THE INTERVIEW TO DELIVER VALUE ......................................................................................................................... 14

THE OVERQUALIFIED CODE .................................................................................................................................................. 16

CREATE A SOLID NETWORK .................................................................................................................................................. 18

THE OTHER SIDE OF THE DESK ........................................................................................................................................... 20

ELIMINATING DISCRIMINATION IN THE WORKPLACE ............................................................................................... 21

CONCLUSION ............................................................................................................................................................................. 22


FiNdiNG ThE siLvEr LiNiNG iN ThE GraY CEiLiNG

Many of the senior executives I talk to are aware of age discrimination in the job market, and, unfortunately, a portion have experienced it first-hand.

The issue became a concern to me at 48 when I was in the process of trying to figure out what my next gig was going to be. It took me more than six months before it started to dawn on me that my age was an issue.

Our anecdotal and scientific research reveals a couple of things regarding the topic: Age discrimination is alive and well; and while it usually takes longer (the 35-year-olds end up getting about twice as many interviews as the 50-year-olds), it is not insurmountable.

One must realize that the skills and experience acquired over time are simply not readily available elsewhere, creating a unique selling proposition that is really worth a great deal. What the seasoned executive brings to the party is maturity, experience and judgment that has been gained out there in the marketplace.

Said differently, you aren’t going to get past someone’s age bias if you approach your search with an attitude that telegraphs, “I know I’m older, probably overqualified, and would really rather be retiring than reinventing myself.”

What does convince employers (at nearly any age) is projecting energy, commitment and genuine interest in the opportunity at hand. An up-to-date shirt, good grooming and eye glasses from this century don’t hurt either.

In the absence of a time machine, this ExecuNet career guide offers strategies for limiting age-related bias during the job search, along with member experiences demonstrating the value of senior leadership.

I offer my appreciation to all the survey respondents and those who have shared their experiences about how age relates to their job search. We have all been down this path. If you’ve encountered this challenge and would like to help other members by telling us how you dealt with it, please email me or join the ongoing discussion in our online ExecuNet Forum.

Sincerely,

Dave Opton CEO & Founder ExecuNet [email protected] execunet.com/davesblog


iNTrOdUCTiON

In fiscal year 2008, age discrimination accounted for the fourth highest source of charges, according to the US Equal Employment Opportunity Commission, outpacing charges levied against organizations for four other types of prejudicial behavior.

According to the US Equal Employment Opportunity Commission (EEOC), total employment discrimination claims increased 15 percent during Fiscal year 2008, and charges of age discrimination alone increased 29 percent to 24,582.

On a historic level, corporate America still seems to be unaware that a maturing workforce is rich in intellectual capital and expertise. However, there is evidence suggesting some new variables could positively affect how organizations view senior resources.

1. Presently, there are more than 70 million workers who are age 40 or older, and the federal government expects more than half of the workforce will be 40 or older by 2010.

2. The “dot-com bust” reflected badly on young and inexperienced executives, resulting in demand for midlife executives with proven work histories.

3. Age is being included in corporate diversity initiatives as companies deal with the challenges of transferring knowledge to a younger workforce.

4. Work/life issues have created a “demographic dissolve” between the junior and senior workforces. younger workers are proving to be independent and less willing to sacrifice personal life for professional duties, while many mature workers have already “paid their employment dues” and are now striving for balance.

age discriMination charges, fiscal year 1998-2008

1998 15,191

1999 14,141

2000 16,008

2001 17,405

2002 19,921

2003 19,124

2004 17,837

2005 16,585

2006 16,548

2007 19,103

2008 24,582

10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000

SOURCE: THE US EQUAL EMPLOyMENT OPPORTUNITy COMMISSION


sTiLL rOOM FOr iMprOvEMENT

According to a December 2008 ExecuNet survey of 287 executives, 71 percent indicated that age discrimination is a serious problem in today’s executive employment market or were unsure if it was a problem. While the figure remains high, the number of those who found age discrimination to be a problem declined from 75 percent in 2007, and when we surveyed executives in 2006, 80 percent felt it was a problem or were unsure.

“Age discrimination is as much a part of our country’s list of well-known biases as any of the others,” says Dave Opton, CEO and founder of ExecuNet. “While it’s easy to throw your hands up in frustration when it surfaces, it’s far more effective to focus your time and energy on what can be done to mitigate it — and there are steps that can be taken that don’t involve making an appointment with the nearest attorney.”

One survey respondent noted, “Age discrimination is a serious problem. It is like a silent disease. Corporations or search firms do not openly admit or discuss the problem, and they find every excuse for not giving you the opportunity to have at least a preliminary job interview. I strongly believe that ‘equal opportunity’ is a misleading statement in corporate America.”

Just about one-third of ExecuNet-surveyed executives revealed that they encountered age discrimination in their job search or their workplace. Of that group, 40 percent experienced discrimination from a company decision-maker; 30 percent from a search firm recruiter; and 30 percent from both.

But does this really represent age discrimination, or is it just a perception? Mixed theories on the answer certainly abound. “What seems like discrimination is sometimes a matter of communication or misunderstanding,” says Jane Frankel, principal of Pennsylvania-based consulting firm The Art of Performance LLC. “Different generations speak from differing perspectives, including values and assumptions about scenarios, situations and life in general. Listening for common values when speaking to someone with a different perspective — younger, older or otherwise — can go a long way to building the ability to work together toward a common goal.”

Mara Levin, a management-side employment attorney at New york-based law firm Herrick, Feinstein LLP, says she feels age discrimination in executive hiring is rare and that employers do focus on the experience and capabilities of candidates. “If age is considered, it is often for a legitimate reason,” explains Levin. “For example, a young executive may not have the necessary experience required for the job, while an older executive may be faced with a mandatory retirement policy and thus not eligible to take a firm through an anticipated critical transition in ownership in the future.”

Bob Kustka, a former HR executive for The Gillette Company who now runs the Massachusetts-based HR consulting firm, The Fusion Factor, agrees that while age discrimination does exist, it is difficult to prove. “In high-demand times, it is a buyer’s market, and employers can tighten their criteria,” explains Kustka. “Concern about more senior workers requiring higher salaries, not being challenged by lesser roles and having less energy or ambition (all stereotypes) can be factored in the screening process. In a higher supply market (which will begin to occur as the market turns up), this issue may be diminished.”

Regardless of how it’s viewed, many executives can share stories of experiencing age discrimination in some degree during their careers. Certainly, many older workers can likely relate to what happened to a client of Robert Benowitz, a partner with the New york-based law firm of Rick, Steiner, Fell & Benowitz LLP. The client was in his 50s and was head of a large division of an international bank, where he worked for 20 years. The bank hired a co-head of the division who was in his mid-30s. Within one year, the younger executive replaced Benowitz’s client at the helm.

“This was a case where [my client] was treated unfairly based on his long and successful track record, though the bank argued that it was purely an economic decision,” says Benowitz.


Jim Villwock, CEO of IEM Group Inc. and author of Whacked Again! – Secrets to Getting Back on the Executive Saddle, says he feels age discrimination will continue for a variety of reasons, including “mindsets based upon logic; salary too high; will not respond to younger superiors; higher health risks; and concern over ‘coasting’ to retirement.” He notes that discrimination of younger workers is usually based on concerns over trust. With younger executives, typical concerns are: “Will they try to take my job? Are they moving so fast that they look good but leave behind messes? Can I trust them?” However, age discrimination against older workers receives more attention.

“Age discrimination is rampant,” says ExecuNet member John Reinke. “Time has not stood still. Age is not respected. Experience is not valued,” says Reinke, noting that some companies even filter applicants according to age. Sixty-five percent of surveyed executives said they thought their age eliminated them as a candidate or were unsure their age had such an effect on their job search.

To counteract the bias, Reinke says, “you have to be smarter, faster, thinner, handsomer and more prepared than you have ever been.” After an eight-month job search, Reinke landed a position as director for a $5 billion corporation, proving that the age barrier can be overcome.

“ ‘Lookism’ (or appearance bias) is alive and well in our society,” says one ExecuNet survey respondent. “Baseball player Jim Bouton said he used to ensure he was ‘well-tanned’ during Spring Training when he tried coming back from an arm injury, because it made him ‘look healthy.’ The same goes for life in the corporate world.”

Profile of resPondents rEspONdENTs bY aGE

n Under 30: 6.25%n 31-35: 9.03%n 36-40: 8.68%n 41-45: 12.85%n 46-50: 22.22%n 51-55: 20.14%n 56-60: 14.24%n 61-65: 5.56%n Over 65: 1.04%


ThE TippiNG pOiNT

If you haven’t yet been affected by age discrimination in the workforce or the job market, chances are, eventually, you will experience it at some point. According to data included in ExecuNet’s 2009 Executive Job Market Intelligence Report, 44 percent of senior-level executives surveyed agreed that their age will affect their ability to land their next position. This represents an increase of 33 percent from 2008.

retireMent 2008 2006

Those who are concerned they will 22.5% 25.3% be forced into retirement because of age.

Assuming good health and adequate 76.9 65.8 finances, average age executives plan to retire.

Surveyed search consultants said age becomes a significant factor in hiring decisions at age 55.5 (up from 53.6 in 2008 and 54.8 in 2007), while the average age of executives placed continues to increase.

aVerage age of executiVes Placed

50

40

30

20

10

0

2006 2007 2008

45.7 46.247.3

Age


idENTiFYiNG aGE disCriMiNaTiON

There are certain signs executives need to be aware of when determining if they are victims of age discrimination. “Preferential treatment is something people should be aware of in the workplace,” says Joni Daniels, of Daniels & Associates, a Baltimore-based management training and organizational development consulting firm. “Not receiving invitations to lunch, not getting an assignment for a visible project, not being made to feel welcome, encouraged or valued are clear signs that you are being excluded from opportunities that may lead to a promotion or continued employment.”

“It’s important to see if there are any patterns in terms of who’s getting hired and promoted,” says Benowitz. “For example, if older employees are getting passed over for promotions, that could be a problem. Also, older employees should be aware of any age-tinged remarks, such as comments on physical aspects of aging.”

When looking for those patterns, ask these questions, suggests Lauren Stiller Rikleen, senior partner with Massachusetts-based law firm Bowditch & Dewey LLP and executive director of the Bowditch Institute for Women’s Success:

Does the boss treat everyone the same way, or do those who fit within a certain category feel they are treated differently?

Are there differences in the types of assignments given that are difficult to explain or understand, outside of a potential bias?

Barbara O’Connell, vice chair for the Employment Law Committee of the Defense Research Institute, suggests that executives who believe they are being discriminated against document the events that could prove such an occurrence. The documentation should include dates, times and the names of individuals who witnessed such events.

“If younger workers are repeatedly given better opportunities without showing performance that justifies those opportunities, or management makes comments that show age bias, the older executive has all the rights and remedies of any other employee of the company, including lodging a complaint of age discrimination with human resources.” says O’Connell, also a partner at the Philadelphia office of the law firm of Sweeney & Sheehan, PC, where she heads the Employment Practice Group.


aGE-dEFYiNG aCTiON sTEps

“Although there are laws designed to protect workers over 40, age discrimination is often subtle and very difficult to prove,” says Opton. “In many cases, the best defense is a proactive campaign designed to shift attention away from the fading color of your hair and to the value you offer an employer.”

Corporate recruiters outlined the top advantages to hiring people over the age of 50 — attributes that could be highlighted during the interview process.

l Depth and breadth of experience l Business knowledge

l Credibility in the field l Politically savvy/influential

l Good judgment l Work ethic

l Decision-making ability l Wide range of contacts

l People skills l Emotional stability

l Commitment to organization goals l Customer service perspective

Executives who prove to interviewers that the benefits of hiring midlife executives outweigh the negative perceptions are likely to succeed in the job market. Midlife professionals are often found to be more committed to company goals, more reliable; and they carry greater credibility with stakeholders, says Jean Erickson Walker, EdD, author of The Age Advantage, Making the Most of Your Midlife Career Transition and facilitator of the monthly Portland, OR ExecuNet networking meetings.

According to Walker, younger employees tend to make decisions more quickly than older workers, but their lack of experience often prevents them from identifying the correct issue. “They explore and take risks, but if things don’t work out, they rarely have a back-up plan.”

Older workers, on the other hand, may be less impulsive, but they nearly always make the right decision. “And when they don’t, they always have a back-up plan,” notes Walker. “In the long run, organizations are going to save time and money with experienced employees.”

In addition to demonstrating unique senior-level experience, executives have to work hard to thwart common misconceptions. The survey revealed specific misperceptions held by many hiring officers when evaluating a more senior executive — despite the fact that the average age of those placed by search firms was 47.3 in 2008, up from 46.2 in 2007. Among those common misperceptions:

l Inflexible/unwilling to deal with change l Health

l Corporate mentality; expects a lot of support l Uncomfortable working for a younger boss

l Just waiting to retire l Costs too much

l Lacks technical skills l Lacks energy

l Ability to mentor younger employees l Desire for flexible work schedules

l Lack academic credentials l Focus

l Difficult to work with


“Inflexibility needs to be addressed because that is a big concern about the senior workforce. What is perceived as inflexibility may, in reality, be experience,” says Walker. “Senior executives have the ability to evaluate the potential of a situation. They may seem inflexible because they have the experience and expertise to know ‘This isn’t going to work.’ Experience, observation and wisdom tell you that there is a better way of doing something.”

Opting out of a typical 9-to-5 role for a contingent position demonstrates flexibility as well. “Executives who focus on solving issues could wind up in contract, project or consultant positions,” notes Walker. “These ‘fixer’ roles could lead to terms that are as long as full-time positions.”

Walker recommends an easy method for addressing the “lack of energy” perception. “Casually refer to activities that show energy, or make comments and references to your energy level,” suggests Walker. For instance, mentioning a recent marathon run or sailing adventure will demonstrate an active lifestyle. Asking the interviewer about a nearby gym would also suggest a high activity level.

“It’s important for candidates to refer to long-term professional goals,” says Walker of the “just waiting to retire” perception. “Since job tenures overall are shortening, the senior worker is more likely to remain with the company longer than the younger employee.”


a MaTTEr OF braNdiNG

When seeking new career opportunities, executives first need to determine what their brand is and then communicate that to recruiters and hiring managers. For older executives, a key component is to illustrate both their energy and experience as valuable assets to a hiring organization.

“Traditionally people look at a job description — which is obsolete the day it is written — and then candidates try to fit into that box,” says Walker. “Older workers will be hired for the added value — not just the things that are in the description — but bonus features. People have not thought of themselves as products. Promoting the richness of experience is better than identifying your fit to the job description.”

“I vote for marketing yourself truthfully and capitalizing on your wisdom,” adds ExecuNet member Diane Gallo, a human capital consultant for the financial services, manufacturing, service and healthcare industries. “I am over 50, but am not concerned that it is a liability. Of course, I strive to keep up to date on practices and new ideas, stay in shape (sadly taking care of yourself makes a difference in our very visual job market, but it’s a great reason to get on that exercise program) and remain positive.”

ExecuNet member James Rea, a senior vice president and chief operating officer in the beverage industry, offers these suggestions:

l Don’t look or act your age. Exercise, lose weight, dress in current and stylish fashion without trying to look 20. No cardigans, bow ties or suspenders. Keep current with the culture. youTube, Facebook, LinkedIn. Use an iPhone. Know who’s leading in American Idol.

l Consider dropping your price

l Refresh and expand your skills.

l Understand how to work with younger managers and staff. If you are in a job that is below your ability or past positions, don’t act like you are still in your old position. Do your current job exceptionally well.

l Remember people hire people they like. I know lots of people over 60 who I like and would hire.

Another ExecuNet member, Dianne Z. Newman, an executive director with a nonprofit agency, found herself — an over-50 executive — in transition when her position as vice president in international business development was eliminated after 9/11. Two years later, she decided to transition to the nonprofit sector. Newman says she accepted a one-year grant-funded position that enabled her to combine her current skills to assist small nonprofits, and she earned a Master’s degree in public administration (MPA).

“The new degree was key to my success, less because of what I learned in the program than because it gave me a current credential related to my new field of endeavor,” says Newman. “I was able to list MPA on my résumé, along with a logical nonprofit career progression. By going back to school at my career stage, I demonstrated both a high level of energy and a commitment to my new career. It also provided an opportunity to prove my ability to ‘keep up,’ since I earned a 4.0 GPA in graduate school. I firmly support the value of getting your credentials refreshed, especially if you are considering a career transition or even a small shift in function or industry.”


dON’T UN-GraY ThE rÉsUMÉ

“Employers write programs to sort through candidate résumés, and ‘year of graduation’ enables them to eliminate anyone over a certain age,” says an ExecuNet member.

Whether age screening is real or imagined, senior executive candidates have developed some creative methods for avoiding exact dates; but experts agree that this is not the best — or most truthful — method.

“I’m 57 years old. My résumé shows the date I graduated from college as well as all my employment dates,” says an ExecuNet member in the online networking forums. “It has been suggested that I remove all dates except for the last decade or so. The thinking is that a 57-year-old executive will find it harder to secure a job than a 40-year-old executive will. I’m up in the air on this. I don’t want to ‘date’ myself out of a possible interview, but I also do not want to mislead a prospective employer.”

Master résumé writer Jacqui Barrett-Poindexter responds, “My advice, which repeatedly I have seen work well on clients’ résumé documents, is to go back 10 to 15 (sometimes even 20) years — depending upon the pertinence of the further-back information/achievements, etc.”

“Sometimes, company affiliations or job roles dating 21 to 30+ years back need to be mentioned based on the target audience. In these instances, a summary section showcasing key information (names of companies/positions/key accomplishments) ONLy should be listed. Omit the dates,” says Barrett-Poindexter.

“I see younger workers focusing heavily on the plain vanilla duties and degree listings versus expounding on concrete evidence of their actions and results,” says Barrett-Poindexter. “They often ‘forget’ what their target audience’s needs are and pack the résumé with non-relevant dates. Remembering that the résumé is a marketing document to sell your unique skills and attributes related to the company’s needs and wants will take you a long way toward gaining interviews.”

Barrett-Poindexter also outlines a straightforward approach. “you might say something to the effect that you are sensing potential concerns about age, and then reassure the interviewer that you are fully prepared to master all requirements of the position — that you are committed to bringing a wealth of education, training and experience that few could equal, or some such similar response (such as answering the question indirectly but meaningfully).”

Walker points out that incomplete résumés are a common mistake, and they don’t present a realistic history. “Don’t leave off the early years of your work experience. This signals that you don’t think your age is an advantage.”

“Use dates only when the education is current,” advises Walker. “Don’t put dates for education, training or certification unless it falls within five years. Any education before then is background for what you were able to accomplish in your career. Companies want people who are continually learning and growing,” says Walker.

Omitting dates to get an interview can damage credibility and leave the interviewer feeling betrayed.

“I believe so strongly in the integrity of relationships, and it is a key point in hiring. People expect integrity and values from midlife workers. Trust is essential in building integrity; and if I make you doubt me, you won’t trust me enough to be part of your organization.”


UsE ThE iNTErviEW TO dELivEr vaLUE

“They will know your age as soon as you walk in the door,” reminds Walker. “If you don’t look and sound like your résumé portrayed, it damages credibility. If your résumé seems like you are 32 and you walk in and you are 60, you won’t look like they expected.”

“If you don’t get the job, it won’t be because of age discrimination, it will be because you were deceitful,” Walker warns.

Walker recommends putting the details in the résumé and using the interview to ask questions, to probe and to listen.

Once they secure those interviews, executives need to watch closely for signs of age discrimination when speaking with an interviewer. For older executives, it’s important to break down the stereotypes that may be associated with their generation during the interview process in order to help eliminate such biases from interviewers’ minds. “The most important attributes older workers need to communicate to prospective employers in a new field of endeavor is that they have as much ‘energy’ and ‘enthusiasm’ as any younger job applicant,” says O’Connell.

Executives who anticipate potential age discrimination need to be extremely proactive in this process. They must be very aggressive in promoting their most marketable skills. Recruiters and hiring managers may think about it, but midlife executives need to confront it directly. “If you think there is a bias about your age, bring it out and put it on the table yourself, so you can address it,” says Daniels. “Explain that you are aware of the issue and why it isn’t one in your case. Older employees should promote their ability to embrace change, use technology, learn new systems and procedures and work well with a variety of ages and cultural backgrounds. Promote what you bring that younger employees may value. All firms want to hire people who fit well into their culture — show how that’s you.”

Lauren Milligan, founder and CEO of ResuMAyDAy, an Illinois-based coaching firm, says that she has “age discrimination” conversations with new clients nearly every day. She agrees these executives need to communicate that their age is an advantage, providing them with experience younger workers don’t have. “Senior executives need to come to the interview table with solid examples of major shifts that they spearheaded, steered and won,” suggests Milligan. “They also need to relate these shifts to today’s marketplace and how, in similar situations, they are the right person for the job. Give plenty of examples of how this older worker is able to successfully work with a multigenerational team…as a colleague, not a mentor.” It’s also important to demonstrate that you are a solution provider — employers want to know that you are familiar with the issues that challenge their organization and that you can help conquer them.

“Position yourself as an internal consultant,” adds Walker. “Use the interview to identify your customer’s needs and problem-solve the solutions. Listen 80 percent of the time; talk 20 percent. It’s about them and their future, not about you.”

“Tell what you did, when you did it, where you did it, and how and why you succeeded, and then move on,” explains Walker. Within your breadth of experience and deep work history lies your unique business value, and the interview is the place where you demonstrate your competitive advantage as a leader.

“For younger workers, the interview is used to find out whether the candidate has the potential to do the job. Older workers have already proven they are capable, so the interview should focus on solving the organization’s issues,” says Walker.


Jean Walker’s 12 rules for a successful search:

1. your age IS an issue — make it an advantage.

2. Become the CEO of you, Inc. and build brand value.

3. When changing industries, expect an extended search. “Most careers happen by accident. At midlife, you can decide to make it intentional.”

4. Evaluate and improve your communication style. Recognize that you will be interacting with people of all ages, and be aware of cross-generational language.

5. Don’t drag the past with you.

6. Learn the job search process.

7. Pick your battles. Don’t target companies with a known youth culture.

8. Update your computer skills.

9. Know yourself.

10. Learn the current language of the marketplace.

11. Create a project plan.

12. Create a network.

Senior executives have already positioned themselves as having the ability to address issues, weaknesses and challenges in all the steps leading up to the interview. The interview should be used to validate and prove credibility, and then the candidate can quickly move into problem-solving organization-specific issues.

Prepare and present a business-fit agenda that will emphasize your understanding of the business needs, along with corporate goals and industry challenges. Within this context, you’ll be able to discuss your unique business value and provide examples of demonstrated leadership and corporate fit.

The bottom line: “Don’t make your age look like it’s something you are not proud of,” says Walker. “Tell the interviewer, ‘It took this long to get this good!’”

Adds Walker: “It’s not ‘despite your age’ but ‘because of your age’ that you should be a hiring manager or recruiter’s top choice.”


ThE OvErQUaLiFiEd COdE

In the ExecuNet Forum, a member asked what to do when, during an interview, you’re told you are overqualified for the position. Many executives believe “overqualified” is code for “you’re too old” or “you make too much money” when, in fact, it may not be the deal-breaker it seems.

With executive job tenure slipping to just 2.3 years, the interviewer could be trying to determine your retention potential, as overqualified employees run the risk of quickly moving up or out of the company.

“They are afraid that you are going to run away, that you are too expensive, that you are going to be bored,” says Judy Rosemarin, founder and president of Sense-Able Strategies, Inc., a career management consulting firm and ExecuNet’s networking meeting facilitator in New york City. “Many believe that someone older might be inflexible if long tenured at one firm, be unable to work with Generation X, y or Z, isn’t up to date in his or her skills, or will take too long to ramp up to speed.”

If a recruiter or interviewer tells you that you’re overqualified, disarm them immediately, suggests Walker. “Answering this concern, whether or not it is openly expressed, can sometimes prevent being eliminated from consideration,” she says.

Walker suggests, “I don’t believe there is any such thing as ‘overqualified.’ Each job offers opportunities for professional development” or something similar that takes the focus off the age and onto the competencies.

“Come in as someone who can meet the needs of the organization,” says Rosemarin. Older executives would be well advised to concentrate on how what they have to offer meshes with the needs of the company and get over the age thing, she recommends.

Midlife executives can also bypass concerns about age by making the most of the unique things they can offer. “Position yourself for the position,” says Rosemarin. She says to research the company, find out what its needs are and how they can match your own; get a sense of the project at hand; the politics of the place; and look within and find talents and gifts to bring to the table. Are you a mentor? Are you a team builder? What are your special skills?

“Based on my experience, both as a recruiter and as an applicant, I believe most employment officers are truly looking for the best person for the position,” says Madeline King, a human resources director in the retailing and direct mail industry. “Therefore, it’s not so much how old you are as much as it is how much energy, competence and ability to complete goals successfully you have. This is demonstrated by the applicant through past results and attributes displayed during the interview process.”

Walker says “you’re overqualified” has more to do with the person than with the position. Often, high-level executives have a persona that’s larger than life. In her book, The Age Advantage, Walker offers tips on how to come across more like a colleague and less like an authority figure.

l Shirk the power suit. Tone down your outfit.

l Don’t eagerly lean forward in your chair. “At your age, it’s just plain scary.”

l Watch terminology, such as “girls” or “honey” or “dear,” even while talking to the receptionist.

l Ask questions and don’t be afraid if you don’t know something.

l Be careful to show you respect the role of the interviewer, even if he or she is significantly younger than you are.


“This may sound a little corny,” says an ExecuNet member who posts under the name BDM in the Forum. “But there are times that someone will tell you that you are overqualified and mean it in that sense. Think about it deeply; you really know if you are overqualified...and you can agree with the comment.”

“If you’re 50-something and act like you’re 80-something, you’re not going to be considered; if you’re 20-something and act like you’re 80-something, you’re not going to be considered,” says Erin O’Neil, president of an international nonprofit organization. “Successful organizations thrive on innovation, upbeat thinking and positive ‘go-getter’ attitudes. If you go into an interview prepared to defend your age, you’re probably already defeating yourself. your experience, expertise and attitude are what will get you the position.”


CrEaTE a sOLid NETWOrK

Senior-level executives may be from a generation that doesn’t ask for help, but networking is as much about giving as it is about getting. Contacts in your peer network are likely to be in the same generation and in a position to help you get your foot in the door, so grit your teeth and extend a hand.

Drawing on the experiences of different age groups can help prepare senior executives for entry into a market that may have changed since their last search. Some executives have remarked that by undertaking a mentoring role for emerging leaders they were able to articulate their own value propositions, while also learning about contemporary corporate culture.

One ExecuNet member’s job search was driven by the amount of time, energy and intelligence he made available to others, eventually resulting in multiple offers for himself. “I turned it around from me asking for something to me offering something,” says Mike Trainor.

Trainor capitalized on an extensive network that connected projects with people. “My priority focus wasn’t a job. I looked for potential partners in business development opportunities. I tried to tie together projects and start-ups, pro bono work and marketing projects,” says Trainor.

Even after landing, ExecuNet members say they maintain their network in the “Connections” area of ExecuNet’s site. Trainor continues to apply the philosophies he learned along the way to keep himself grounded and connected to others who find themselves in transition. “I try to help everyone I can who is out of work. I have skills for interviews, meetings, phone calls, business proposals and networking, so I can help people learn.”

John Reinke says that his networking tasks ran parallel to his onboarding at a new company. “I updated my résumé, notified all my contacts and reprogrammed my networking activities to reflect my new circumstances. For example, the week before I was to start, I had two networking meetings, made five networking calls, sent out 25 résumés, contacted two new hunters, had six hunters contact me and discovered a ‘gold job’ for a networking contact who was looking.”

“Without networking, little will happen, if anything,” says an ExecuNet member. “I find the leads by talking to everyone who has an ear and a connection. It worked two years ago when I was downsized, and I certainly hope it works again this time, having been ‘mergerized’ this month.”

“We all know the number one way to a new job is through networking. I believe if you use your networks effectively, you will have the opportunity to sell yourself,” says Timothy Ferguson, an executive vice president of human resources. “At that point, it’s up to you to show your competency. It doesn’t matter what profession you’re in; if you don’t stay contemporary, you won’t be viewed as adding value.”


“you really do need to find a ‘fit’ where your experience and background take precedence over any age distractions,” says an ExecuNet member. “And yes, there are places for the over 60 crowd. A close friend became CEO of a small Ohio company at age 64.”

To further demonstrate the deep value of networking, ExecuNet’s 2009 Executive Job Market Intelligence Report revealed that search firm recruiters and corporate human resources professionals largely rely on their networks to find candidates and fill placements.

Where recruiters find executiVe candidates

search firMs corP. hrn Networking and referrals 37% 59% n Firm’s database/personal contact list 30% ---n Corp. website/résumé database --- 13%n Online job postings/advertising 15% 18%n Online search/public databases/networks 10% 10%n Mining target companies 8% ---


ThE OThEr sidE OF ThE dEsK

Whether or not you have personally experienced any age discrimination during your own travels in the job market, you must be aware of any possible biases you may hold as a hiring manager building your own team.

It’s natural to want to hire individuals who are exactly like you, but you could be discriminating against viable candidates because of their age in the process. “A lot of us have the tendency to gravitate toward like-age colleagues, as we share so many cultural references, and often values too, which have been shaped by the influences around our generation as we grew up,” says Jennifer Brown, founder of Jennifer Brown Consulting. “Working with people in your generation can feel easier because you can communicate in somewhat of a ‘shorthand’— although this can be a dangerous assumption. It also misses a critical opportunity for cross-generational collaboration, which can be a rich source for innovation and retention.”

“As I explain it in training sessions and seminars, look at some of the phenomenal candidates who would have been turned down if color were a decision-making attribute,” says Alan Guinn, managing director of The Guinn Consultancy Group Inc. “Kermit the Frog would never have been hired for the Muppets! It always gets a laugh, but it makes a valid point.”

yet, Brown recognizes that it’s not always easy for executives to think outside of the box and hire the individuals who may be extremely qualified but don’t exactly share the same background. “The tough thing for executives if they go with a non-traditional candidate is that they will most likely need to take a leap of faith and defend that decision to their peers (also likely to look like them),” says Brown. “This is important for every executive to challenge themselves on, as increasingly, it will be difficult to ‘hire in your image.’ The closed networks that are unique to schools/alma maters, groups of friends, similarity of background, just won’t yield enough good talent to fill the pipeline and respond to the coming war for talent.”

Experts agree that executives who open their minds to hiring a diverse group of team members will find the best talent and position them as some of the best leaders as well.

“Executives need to step into leadership positions with a vision in mind that takes us from today and into the future,” says Annika Hylmö, PhD, partner of Los Angeles-based Interchange Group. “That means leveraging what individuals from different generations have to bring so that we can transfer knowledge from those who are older to those younger and vice versa. Those executives who manage this are the true leaders of the future. Those who do not are likely to see the demise of the organizations that they were meant to lead.”

Amy Dorn Kopelan, co-creator of The Guru Nation and co-author of I Didn’t See It Coming: The Only Book You’ll Ever Need to Avoid Being Blindsided in Business, says that organizations that build multigenerational workforces truly benefit from the combined expertise these workers bring to the table. “The most productive combinations are when you pair people who represent the parent and the child,” says Kopelan. “The Boomers and the Millennials respect and mentor each other well.”


ELiMiNaTiNG disCriMiNaTiON iN ThE WOrKpLaCE

It is important that executives ensure their workplace is not a discriminatory one, and they need to take steps to make this a reality. Executives need to remove their own personal biases as well as ensure that other leaders within their organization do the same. It really needs to be a company-wide initiative. “In my view, most workplace discrimination is the result of management not taking the steps necessary to ensure that employees don’t engage in conduct that can be viewed as discriminatory,” says Steve Gutierrez, a partner with the Denver office of the law firm Holland & Hart LLP and chair of the firm’s labor and employment practice.

Brown says there can be a tendency to blame any possible discrimination on human resources, especially in how criteria for job qualifications is created.

“But there are flaws in many job descriptions written by hiring managers which view qualifications for candidates in terms of ‘number of years’ in certain positions and equate potential with ‘putting time in,’” says Brown. “Gen y especially is flipping this on its head (and also Gen X, to a certain extent), when they ask why they aren’t qualified for the career fast track at their company when they haven’t officially ‘put the time in.’

“They have a good point, in that the definition of success in many jobs, and the hiring criteria, will need to change in the coming years, as hiring managers and HR have to look more broadly for more diversity candidates to fill key positions — and that means diversity of all ages,” adds Brown.

“It is critical for executives who are hiring to discount any bias they may have based on age,” adds says O’Connell. “As our most recent election proved, America as a whole is becoming increasingly more tolerant of ‘differences.’ The experience of many executives with diverse employees who outperform ‘employees who look like them’ is a powerful incentive for hiring diverse candidates and to ignore any inherent bias.”


CONCLUsiON

Companies have done little leadership training in the last couple of decades, as layers of middle management have been eliminated for cost-savings. Older workers can take advantage of organizational deficiencies by capitalizing on their intellectual capital, knowledge, ideas and problem-solving abilities. The talents and skills that propelled many executives to success are the very same things that are lacking in organizations today.

Senior managers are getting older by the day, as the employment landscape shifts to one where many demographics are represented. Older executives who position themselves as problem-solvers and organizational mentors can bring a specialized expertise to organizations in ways that don’t threaten the succession planning of younger employees.

One ExecuNet member says he sees many industry sectors moving toward the active recruitment of mid-career executives. “Some are even developing strategies to employ and promote the Boomers because of the maturity and experience they can provide to many business situations. What better way to enhance and improve the younger employees than to have them gain knowledge from the experiences of older workers who have been around the block a few times? I first noticed this in the energy sector, but it’s spreading like wildfire and will eventually catch on in every sector.”

Before you begin your active job search, focus on your age as a strength, not a weakness requiring overcompensation. Walker suggests we educate ourselves and be conscious of educating the public. “No more age jokes or blaming ‘senior moments.’ We need to see the value of our experience. If we don’t see the value, no one else will.”

your wisdom and experience are not a punch line.

Documents

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