Growing old frantically (45-55)

Here we are with the survivors of various battles and downturns. These people know their stuff and in many cases are virtually fireproof. If they are smart, they have a little tucked away, they are probably still on the original pension plan (before it got diluted these last years for newcomers). Their children are possibly through college, their mortgage is dwindling and if both partners work they are safe (as if one gets fired they'll collect a nice ˜ goodbye ' package). That's why getting these people to change is so tough. They don't like surprises , but they will respond to being dealt with fairly . It is for this category that the honest and open communication and unambiguous decision-making that I wrote about in Chapter 3 becomes most critical.

The other thing that must not be forgotten about this group is that they are the corporate conscience and its history rolled into one. Want to know where things are, who knows the answer? This group will tell you. However, these people know their value and they may just be tempted to leave you for ˜one last fling' with a competitor if the right offer comes along. To that end they are vulnerable. Therefore, again you need to know about their plans. Would they - for example - appreciate going onto a four-day week, where they could use their skills but get in a little more leisure time? Would it be a good idea to find out before they ask you? My view is, be proactive. Don't wait. This indicates that you as a business care about them as an individual. If it isn't a three- or four-day week, what would make them more committed to the firm? Do they want to work toward an early retirement or a part- time job; would they really like to relocate (and could you help them continue to make a contribution to the firm from that new location)? If you don't know what the need is you will never be able to meet it (rarely are they revealed until they are well on the way to being realised).