Reprint: R0802E
As life expectancy in the West increases and companies can no longer promise lifelong security, many businesspeople will need to make major changes during middle age, embarking on a second life and a second career. They must start by getting beyond two pervasive and opposing myths.
The first is that midlife marks the onset of decline. Problems do arise during middle age—concerns about health and finances, for instance—but one’s life force does not expire at 65, nor do possibilities vanish. In fact, by middle age, most executives have gained a freedom that only self-knowledge can impart, and they relish unprecedented opportunities for personal growth.
Midlife transitions, however, must be rooted in realism, not driven by the second myth, which paints middle age as a time of magical transformation. Contrary to what self-help books and inspirational speakers proclaim, such transformations do not happen. A 50-year-old with little musical training, for instance, will not suddenly become a concert pianist. People who buy into this myth find that their inevitable disappointment can be debilitating. Paradoxically, the doctrine that aims to encourage change actually stifles it. To make successful transitions, executives must stay open to the possibilities their experience qualifies them for but remain realistic about what they can achieve.
For companies, employees’ midlife transitions represent both a challenge (senior managers seemingly on track to become CEO may instead leave) and an opportunity (other midlife executives, with different perspectives and experiences, may knock on the door). Organizations must help middle-aged executives through this difficult period, not just by offering a workshop or two but by providing ongoing coaching and opportunities for personal and professional development.
In a paper published in 1965, Elliott Jaques, then 48 and a relatively unknown Canadian psychoanalyst and organizational consultant, coined the term “midlife crisis.” Jaques wrote that during this period, we come face-to-face with our limitations, our restricted possibilities, and our mortality.
HBR Learning
