How Older Workers Can Overcome A Stalled Career And Stay Ahead

By Lin Grensing-Pophal, Next Avenue

Mary has worked in marketing at a major health care organization that is committed to promoting from within and has a leadership development program that invites 20 people across the organization each year. Mary has yet to be invited, despite often telling her manager that she was very interested. Is she being overlooked because she is 59 or something else?

It’s hard to say.

Organization leaders, including those in HR, are quick to deny inherent, or implicit, bias against older workers. Yet there is research to indicate that older workers may be considered for fewer opportunities than their younger colleagues.

Research Is Inconclusive

AARP research indicates that “about two in three adults ages 50-plus in the labor force (64%) think older workers face age discrimination in the workplace today. And among them, nearly all (90%) believe that age discrimination against older workers is common.”

But other research suggests the data may not be so clear — or may be skewed to older workers.

A national survey on ageism in the workplace from the online job-search website The Ladders found that three-fourths of 1,000 adult respondents believed age discrimination is common in the workplace. Interestingly, though, when respondents were asked about their own personal experiences, 36% overall said they had felt mistreated because of their age, but age breakdowns are revealing:

• 28% of those aged 55 and older
• 36% of those aged 35 to 54
• 44% of those aged 18 to 34

The numbers skew younger, rather than older. So what’s behind the often-cited perception that older workers are discriminated against, especially when it comes to opportunities for development or promotion?

Ramzy Ladah, an attorney with Ladah Law Firm in Las Vegas, reflects on his own legal career, which likely parallels others’ experiences.

The Goldilocks Career Path

“You start your career being perceived as too inexperienced — clients think you’re too young, lacking wisdom or authority,” he says. “Then you hit a sweet spot where age works in your favor, when experience meets the right image of reliability and knowledge.

“But even that window doesn’t last forever,” he adds. “As soon as you start showing signs of having been around the block a few too many times, people start asking, ‘Are they still sharp enough for this?’ It’s like your credentials are constantly shifting based on how old or young you appear.”

Yiduo Shao, a researcher at the University of Iowa Tippie College of Business who studies older workers, notes that many assumptions about older workers are dangerous stereotypes. “Research does not suggest that age is negatively related to innovation,” she says. In fact, she adds: “According to meta-analysis, there is no such relationship found.”

Still, inequities clearly exist, Ladah believes. But, he says, he doesn’t believe they’re always intentional. “Sometimes, it’s just embedded in workplace culture — an unconscious bias that prefers the energy or perceived malleability of younger employees,” he says.

“Older workers might not be considered for new tech projects or leadership roles because there’s an unspoken doubt about their adaptability or stamina,” he continues. “It’s not fair, but it happens more than we’d like to admit.”

Getting Ahead of Perceptions

Older workers have an opportunity — some might say an obligation — to combat these misconceptions.

While there certainly are examples of age discrimination in the workplace, hiring managers generally simply want to hire people who offer the most value to them in terms of competencies and contributions.

“Age bias is a stealthy force in workplaces, sometimes manifesting even when it’s unintended,” says Paul Bramson, an Atlanta-based speaker in sales and leadership skills. It happens because there is an unspoken assumption about younger workers, he says, that often goes something like this: ‘They have more potential, a longer runway ahead of them.’ That, he adds, “shouldn’t be the excuse for sidelining seasoned professionals with proven track records.”

Is Your Workspace Age-Diverse?

If you look around your workplace, are you spotting older workers who have been promoted or taken advantage of development opportunities? Or are they all in their 20s, 30s or 40s? Chances are, you’ll find a mixture of employees that reflect every age group.

If that’s the case, it’s likely good news. It indicates that your workplace and its decision makers aren’t biased based on age. That gives you an opportunity to put yourself forward in meaningful ways.

Combatting inequities — real or perceived — “may weigh more on the individual than the company,” says Jim Cichanski, founder and Chief Human Resources Officer at Flex HR in Johns Creek, Georgia. While he stresses that he’s not saying that older workers aren’t ever overlooked for these opportunities, he says “some older workers don’t want to change or learn new software or learn or use different methods of getting things done.” Why, he asks, would management “want to spend company money on someone (who) displays that they don’t want to learn new things”?

Shao, the University of Iowa researcher, also points out that there is often a shift in priorities as workers age. “They tend to prioritize emotionally gratifying experiences and valuable social relationships over information acquisition or development-oriented goals,” she explains.

Not every worker nearing retirement wants to invest time in training and development or to take on new challenging opportunities. If leadership development program participants seem skewed to younger generations that may not mean that more experienced workers were overlooked.

However, if you want to learn new skills, hone your competencies and be considered for development and promotion opportunities, there are steps you can take.

How to Get on Managers’ Radar

It’s possible to “flip the script,” Bramson says. “It’s about being proactive and taking the wheel of your career journey. Don’t just wait for someone to hand you an opportunity; actively pursue training that aligns with both your aspirations and your company’s objectives. When you demonstrate a genuine hunger to grow, you force the narrative to shift, showing that you’re not just in the game — you’re playing to win.”

Adaptability is a secret weapon against age bias, he says. “Embracing new technologies and innovative approaches sends a clear message.”

Ladah agrees that it is possible to stay ahead of the curve by proactively seeking out training or certification opportunities. “You’ve got to show that you’re not just relying on decades of experience, but that you’re also engaged with the latest developments in your field,” he says. “That can help dismantle the assumption that your best days are behind you.”

He also encourages older workers to advocate for themselves when meeting with supervisors. “Asking for development opportunities directly, highlighting where you’ve successfully adapted to new challenges or volunteering for projects that require innovation can help put your name back in the hat,” Ladah says.

Talk Up Your Work Assets

Employees can combat the bias and misconceptions that may be hindering their opportunities for involvement, development and advancement by combatting age stereotypes. “Older workers can seek knowledge from others to show they’re interested in learning,” Shao says. “For example, talk to your supervisor about leadership development programs you’re interested in. This signals motivation and can help correct stereotypes.”

Shao emphasizes the value of displaying your accumulated experience: “What is usually overlooked is that older workers accumulate what we call crystallized intelligence — a lot of experiences and wisdom. Communicating important insights about social networks or industry trends to younger generations can showcase that you can still think sharply and have valuable knowledge to share.”

In addition, demonstrate your interest and enthusiasm by participating.

Continuous learning isn’t optional, it’s your lifeline, Bramson says. “Dive headfirst into webinars, workshops and industry events,” he advises. “Prove that your thirst for knowledge didn’t stop at any particular age. Learning isn’t reserved for the young — it’s for the relentless, the curious, the ones who refuse to stand still. When you embody that mindset, it becomes nearly impossible for anyone to dismiss you as anything less than indispensable.”

It’s not, agrees Ladah, about proving that you’ve still “got it.” Instead, he says, it’s about “making sure that biases — intentional or not — don’t overshadow the actual skills and value you bring to the table.” And sometimes, he says, “it means being louder and more assertive in a way that might not have been necessary earlier in your career.”

Make Yourself Seen and Heard

At 59, Mary could potentially have more than a decade left to contribute to an employer. Yes, decision-makers in her organization may be biased because of her age — but they may not.

By proactively seeking out learning opportunities and making it clear that she’s interested in continued growth and potential advancement, and is aware of the many benefits she brings to the organization, Mary has an opportunity to find herself part of the next cohort of potential leaders identified for the company’s leadership development program.

You may also have these opportunities available to you. Don’t sit back and wait for them. Be proactive and strategic in demonstrating your competencies and potential. Don’t let age be an unnecessary barrier.