The concept of “lifelong learning” has long been cherished in the realm of business schools, yet it appears to have lost its allure among their esteemed clientele, especially those aged 55 and above. Could it be that these wise and experienced minds are being unjustly overlooked?
At first glance, one might be tempted to attribute this phenomenon to age discrimination, with companies allocating their resources primarily to younger talent. However, according to Human Resources Subject Matter Experts (SMEs), the reluctance to participate in training programs does not stem from the organizations themselves, but rather from the employees.
The truth is that conventional training methods no longer cater to the needs of these seasoned executives. They perceive formal programs as redundant, rehashing lessons they have already mastered, rendering them increasingly irrelevant in the light of their vast experience and expertise. Consequently, a weariness known as “training fatigue” takes hold, rendering most incentives ineffective in motivating them.
However, this does not imply that these more mature executives have abandoned the pursuit of personal and career development altogether. Instead, they have embraced a do-it-yourself approach, engaging in independent research, and exchanging war stories with their peers, rather than opting for a seat in
Self-guiding Learning
While this autodidactic approach has its merits, it does pose two potential dangers. Firstly, it leads to a loss of valuable knowledge and experience within the classroom, thereby diminishing the training’s overall value for everyone else. Moreover, non-participation may initiate a process of detachment from the organization, its goals, and its aspirations, ultimately causing harm to both parties involved. Additionally, as executives extend their careers well into their seventies, education becomes an even more compelling proposition
One solution to this predicament lies in investing more resources. When senior managers are given the opportunity to connect with their peers at prestigious business schools rather than settling for ordinary institutions, they quickly realize the value such an experience can bring. In countries like Switzerland, for instance, the reverse trend can be observed, with older managers actively seeking further training while organizations continue to invest in their growth.
Naturally, not all organizations can afford to enrol their veteran managers in the esteemed programs offered by international training companies. However, it remains imperative for firms to engage the “magnificent middle,” encompassing those managers below the C-suite. These individuals serve as the frontline catalysts who bring ideas to life and hold the insider knowledge of how the organization truly operates.
One approach to achieving this is to shift the focus of training away from abstract theory and towards practical application in the workplace. Instead of relying solely on business school case studies, new concepts should be directly related to day-to-day happenings within the organization. This necessitates delivering training in short, impactful bursts that allow executives to absorb a lesson, put it into practice, evaluate its effectiveness, and then refine their approach through the crucible of real-world experience.
Taking this approach a step further, a prominent advocate for middle managers proposes that they be encouraged to train themselves. Through his organization, “Coaching Ourselves,” experienced executives come together for 90-minute sessions. While equipped with learning guides, there are no teachers present. The emphasis is unapologetically low-tech, with laptops, mobiles, and similar devices discouraged in favour of the trusty pen and paper. Managers engage in discussions and introspection, examining how the topics at hand directly impact their work. They learn from one another and, most importantly, develop actionable strategies to implement in their respective
Whichever path an organization chooses to embrace its veteran workforce, one thing remains certain: with an aging population, action must be taken to preserve their invaluable knowledge.