We are told that there are three principal elements which converge to bring about the mid-life crisis: biological change, psychological trauma and the perceived social stigma of growing older. I will not elaborate on each; suffice it to say that as a result of this convergence, our minds tell us that, beyond 40 years of age, life ceases to be meaningful. Unfortunately, this misconception is often reinforced by advertising.
During the past economic downturn, the mining industry, along with many others, set about rationalizing — reducing staff and costs and increasing productivity. Many mining companies faced with this difficult task provided the option of early retirement, and a lot of managers — some of whom were most valuable — jumped at the opportunity. Worried about their future prospects, they saw this option as a solution. Unfortunately, many had not planned for, or considered the ramifications of, early retirement. For them, the solution turned out to be a temporary escape, leading from one crisis to another.
Since that time, our industry’s fortunes have turned around and many of those same people who chose early retirement are wanting to re-enter the workforce; more than a few have started their own consulting companies. Many report distressing stories of emotional turmoil and of feeling futile and redundant. I frequently hear the comment, “if I were to do it over again, I would do it differently.” What is interesting is that many of those managers who opted for early retirement were also in a period of mid-life crisis. Researchers tell us that 80% of men and women in management/ executive positions experience such a crisis. Although there is considerable debate as to when the crisis occurs (somewhere between 40 and 60 years of age), there is full agreement that it is a very real condition. I strongly believe that this mid-life crisis is often more prevalent in management ranks because, by middle age, many managers have scaled the corporate ladder and attained many of their aspirations. The struggle to get to the top has been their driving force, but once they reach their optimum, they probably ask, What’s left? Was it worth it? What’s next? Where do I go from here? The litany of self-doubt goes on and on.
In his book entitled Men in Midlife Crisis, Jim Conway maintains that the crisis has recognizable symptoms. Some find themselves in the arms of someone younger, in the erroneous hope that youth is contagious; others quit their jobs and adopt a new lifestyle for which they are ill-prepared. Researchers indicate that alcoholism increases by as much as 50% among the 40-to-60- year-old group, compared with those in their thirties. Even those who hang on to their commitments are still bothered by a hurricane of fears, self-doubt and frustration, Conway suggests. “A man in mid-life crisis is up to his armpits in quicksand,” he says, “and the more he struggles, the deeper he sinks.” Those who are parents know that, in order for children to progress through to adulthood, we must understand, encourage, support and love t hem through all the early stages of their lives. Why does this stop at adulthood? A person experiencing mid- life crisis equally needs to be supported, encouraged and assisted through this confusing stage. Help can come from fellow employees, family, friends or the church. As employers and employees, managers must recognize that this is a short-term phase and that, like most crises, it ultimatly causes one to have a better perspective on life. The biggest help available, aside from change of responsibility or re-training, is that of understanding.
Most companies do not have a policy of counselling their managers during this stage in their careers, nor do they adequately prepare their employees for early retirement. On the other hand, Inco Ltd., in Thompson, Man., recently formed a team of employees that has designed counselling sessions to aid employees in considering retirement. These sessions cover both the financial as well as the psychological aspects of this momentous decision.
For those who are, or will be, giving serious thought to early retirement, it is essential not to make such a decision in the shadow of a mid-life crisis. It is also helpful to understand that our society perpetrates the myth that outward appearance and productivity are the sole criteria for success. Historically, organizations have rewarded individuals who devise fresh ideas and techniques to increase the company’s productivity. The greatest concern facing the older employee is that he will be displaced because his knowledge and expertise are outmoded. It is the perceived stigma of redundancy, not job dissatisfaction, which makes the option of early retirement seem so attractive. If these are your reasons for considering early retirement, you are running.
Retirement, early or otherwise, carries with it significant stress. Probably for the first time in years, the retiree has the time and the lack of obligations to gear down to a reasonable pace. As he loses momentum, it is often the case that medical problems can be experienced. The body needs time to adjust to different levels of activity, different demands, a different routine. My own father had a heart attack only six months after retiring. Often self-esteem and confidence come only from the job. When a person retires or drops out, he has to establish a new identity and select activities that he will enjoy. Unless he does this, his so-called solution will become a problem in itself.
While the concept of early retirement is modern, fear of the advancing years and the prospect of old age is certainly not, as Scripture records: “Cast me not off in the time of old age; forsake me not when my strength faileth.” (Psalms 71:9)
I was encouraged to read the Royal Bank Report (Winter ’89) entitled “Prime Time.” The report is subtitled “Here come the seniors: in less than 50 years, one quarter of Canada’s popuulation will be 65 or older.” As usual, the Report is informative reading and I would encourage all to get a copy.
It certainly provided me with a different perspective. It is encouraging that, at last, the institutions within our society are recognizing what is an expanding, vocal and active sector of Canada’s population. William Stanley is director of National Mine Services at Coopers & Lybrand Consulting Services.
]]>
Be the first to comment on "Managing MID-LIFE MUDDLE"