WORKSHIFTER - Dispatches from the New Executive Frontier

I recently read an interesting column from Dale Dauten in the Boston Globe that I wanted to share. The column, entitled “When it comes to hiring, 50 is the new 25,” talks about a recent study by Atlantic Associates, a staffing company based in Boston, which asked a sample of executives in Massachusetts which generation group was the "most difficult to manage." The options included baby boomers, Millennials/Generation Y and Generation X.

The survey found that the Gen Y’s were the most difficult to work with, which may or may not surprise you. After all, there is always talk about the changing dynamics between employer and employee as the Gen Y enters the workforce and demands a more nontraditional work model. However, what was most interesting to me was Dale’s discussion of “business maturity” within the baby boomer generation. I do think there is something to be said about experience here. Working with accomplished professionals, I see more of a demand than ever for experienced executives who have this maturity and knowledge to lead a successful business initiative. And as Dale points out, because baby boomers have “learned the ropes” so to speak, they have seen the changes in business and are able to adapt and thrive in new environments.

http://www.boston.com/jobs/news/articles/2008/02/17/when_it_comes_to_hiring_50_is_the_new_25/

More and more companies are recognizing that mission-critical situations require top-notch executive talent -- not necessarily for the long term -- but focusing on those few strategic projects that are keeping the CEO up at night. All too often they represent discrete time periods too short to consider permanent hire with long cycles. By the time the perfect candidate is found, vetted, closed, on-boarded and trained, in many cases half or more of the assignment time has elapsed. So the ability of interim execs to hit the ground running and take immediate action is key. Example projects include launching a new product or service, opening branch offices, guiding start-up units through initial hurdles or ensuring operational integrity and business continuity through transitions such as mergers, acquisitions or successions.

What will it take for your average corporation, accustomed to entrusting strategic work only to full-time executives, to consider the new way? Undoubtedly for organizations it will require a major mind-shift. But given the rising demand for executive talent and the demographic trends that are taking hold, the companies that succeed will be the ones that move aggressively to engage highly-experienced, senior executives who no longer want the limitations of full-time employment.