Age the Valued Asset!

 

Is the business world really paying attention?  Their most valued asset is walking out the door.        Rather than referencing this asset as seniors in the workplace, I’d prefer to call them seasoned leaders.  Seasoned leaders in that they have spent years of learning and developing work skills that can only be realized through experience.  These valued skills are leadership and emotional intelligence.

 

According to Phillips and Gully (2014), leaders should hone the following traits: determination, flexibility, emotional maturity, energy, integrity, intelligence, internal control, job knowledge, self-confidence and interpersonal skills (p. 428). Is the business world really reviewing and assessing what it takes to be a seasoned leader?  It takes time to develop leadership traits into a seasoning that can be used and flavored as an asset in various situations and with many people.

 

Further, emotional intelligence is a valued asset in workplace.  Emotional intelligence (EI) is an interpersonal capability to perceive and express emotions, to understand and manage these emotions and then to understand how to use them.  Emotions are managed by the brain and the brain must have some learned experiences or opportunities with how to process these emotions, otherwise how would it know how to respond. Over time, the seasoned brain / seasoned worker would have the developed necessary learning opportunities enabling the brain to develop appropriate emotional responses.  In other words, a seasoned worker in the workplace can assist in enabling a balanced emotional state within the workplace, hence using their EI to shed light on emotional situations and responses in the workplace.  To put it differently, Ephesians 4:3 Make every effort to keep the unity of the Spirit through the bond of peace.

 

For immediate consideration, US statistics are showing by 2016 one-fifth of the working population will be sixty-five yrs. of age.  In consideration of this growth that will be realized in the very near term, one would assume that organizational leaders need to make some adjustments in the workplace. Streb, Voelpel, & Leibold, (2008) conducted research on managing the aging workforce, which resulted that companies are lacking an integrated business management approach to this growth.

 

 

Phillips, J. M., & Gully, S. M. (2014). Leading. In Organizational Behavior (2nd ed. (pp. 423-453). Mason, OH: South-Western.

Streb, C. K., Voelpel, S. C., & Leibold, M. (2008). Managing the aging workforce: status quo and implications for the advancement of theory and practice. European Management Journal, 26, 1-10.

 

 

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