What do you do if late career professionals are underestimated as leaders?

Being underestimated as a leader can be an opportunity in disguise. Reflect on your leadership style, strengths, and areas for improvement. Be honest with yourself about how others perceive you and whether there may be reasons for their underestimation. Seek feedback from your team members, peers, and supervisors to understand their perceptions of your leadership. This can provide valuable insights into areas where you may need to enhance your leadership skills or communication. Evaluate the results of your leadership efforts, such as team performance, productivity, and morale. Assess whether there are any discrepancies between your perceived capabilities and the actual outcomes you achieve.

Promote Awareness: Encourage discussions within the organization about the importance of experience and the unique perspective that late-career professionals bring. Highlight the benefits of diverse leadership styles and backgrounds.

Lets understand if late career professionals are underestimated as leaders- it's important to proactively address this issue before it boils up & creates disparity. We should encourage organizations to recognize the unique perspectives and insights that come with years of experience . Implementing mentorship programs where younger professionals can learn from the wisdom of late career leaders is a big WIN . Offer professional development opportunities tailored to their needs to ensure they remain relevant & effective in leadership roles. Advocate for inclusive leadership practices that value contributions based on merit rather than age. Exercising on above will foster a culture of respect & appreciation for all leaders regardless of age.

An important first step for late career professionals feeling this. Are you really being underestimated by others or just by yourself? You could easily be finding meaning in words or actions that is not intended as such, based on your own perception and filters. There may well be some issues in the perceptions and actions of others that needs to be acted upon, but first check you are not creating a problem that does not exist. They are the hardest problems to solve!

Recognition and Advocacy: Actively recognize the achievements and contributions of late-career professionals. This can be done through awards, public recognition, or internal communications. Mentorship Programs: Implement mentorship programs where late-career professionals can share their knowledge and expertise with younger employees. This not only helps in passing down valuable insights but also showcases their leadership abilities. Leadership Development: Offer leadership development programs specifically tailored for late-career professionals. This can help them update their skills, learn about emerging trends, and stay relevant in their roles.

Identify and acknowledge your weaknesses and areas for improvement. This self-awareness is crucial for taking targeted action to address the gaps in your leadership. Invest in developing the specific skills needed to excel in your leadership role. This could include communication skills, emotional intelligence, conflict resolution, decision-making, and strategic thinking. Focus on building strong relationships with your team members and colleagues. Cultivate trust, respect, and rapport by actively listening, showing empathy, and demonstrating authenticity in your interactions.

This applies to leaders in any situation, be aware of your strengths and gaps, and work on addressing gaps and strengthening skills. Particularly in this context, focus on taking action that both addresses actual gaps, and any validated perceptions others have of your gaps (which may be different).

Reflect on your past experiences, feedback from others, and personal assessments to identify your key strengths as a leader. Once you've identified your strengths, find opportunities to leverage them in your leadership role. Use them to your advantage when making decisions, solving problems, or motivating your team. Demonstrate your strengths through your actions and behaviors. Whether it's showing empathy towards team members, making well-informed decisions, or effectively communicating your vision, lead by example to inspire and motivate others. While it's important to leverage your existing strengths, also seek opportunities to further develop and refine them.

Late-career professionals have invaluable experience that should never be underestimated. To ensure your strengths as a leader are recognized, consider undertaking a BG5 Career Success Code Analysis. This unique approach can unveil your intrinsic leadership attributes and strengths, enabling you to strategically leverage them. Whether it's tackling new projects, mentoring, or driving innovation, understanding your BG5 blueprint empowers you to amplify your contributions and secure the recognition you deserve.

Inclusive Decision-Making: Include late-career professionals in decision-making processes and leadership discussions. Their wealth of experience can provide valuable insights and perspectives that may be overlooked otherwise. Address Biases: Raise awareness about age biases in the workplace and provide training to combat them. Encourage a culture of inclusivity and respect for individuals of all ages. Advocacy at the Executive Level: Ensure that senior leadership actively advocates for the inclusion and recognition of late-career professionals in leadership positions. This can help set the tone for the entire organization.

Many leaders underestimate the power of their strengths and experiences. Sometimes this is because modesty is one of their strengths, and other times it's because they don't want to sound arrogant. The truth is that you can find a way to show confidence in your strengths and abilities without coming across as a blowhard or a shameless promoter. For those of you who find it hard to speak up about your abilities, try turning up the "volume" a notch or two. Don't go from 0 to 10. Go from 1 to 3. Test it out. For those of you who don't find it hard to speak up about your abilities, remember that there are people you lead who don't find it as easy as you. Look for opportunities to help them be seen and heard.

Determine not to entertain negative mindsets or thoughts. Focus your time, attention, and energy on delivering results and inspiring others. Leverage your network by aligning with those who recognize and appreciate what you bring to the table. Nobody else has your unique experience or experience.

Knowing yourself deeply, such as through the Enneagram, enhances your ability to advocate effectively. For instance, if you're an Enneagram Type 1, known for your integrity and high standards, leverage these traits in discussions about leadership roles, emphasizing your commitment to quality and ethical practices. Conversely, an Enneagram Type 3, who excels in achieving goals and efficiency, can highlight their track record of success and ability to motivate teams towards excellence. Utilizing your Enneagram insights allows you to tailor your advocacy, showcasing your unique strengths and how they align with leadership needs, thereby challenging any underestimations of your capabilities as a late-career professional.

This is often people find uncomfortable to do, because they do not wish to be boastful or self promoting. You can find a middle path between being overly humble and overly boastful. Be genuine and unashamed of your accomplishments, and advocate for yourself.

OH MY! This one hits home. As a, shall we call it, "seasoned leader," who has done some of this and that, I have been discounted time and time again. The pile of rejections has the potential to completely unnerve me. And yes, there are days that it is demoralizing enough to reduce me to tears. But I dig in deeper on those days. I fight back. I study the challenge ahead of me and break it down into manageable chunks. What do I need to change? Why am I perceived to be X when I view myself as Y? How can I improve? I don't reflect back on my accomplishments to perk me up. Others do so, but it's not my style. I look forward - far into the future if need be - and align my mindset with the goal(s) that I set and the tasks needed to get there.

Let me be clear. Not everyone have the skill to be a leader, regardless of how long they have been in their current role or company. Being a leader is very different than being a great operator. it is a different set of skills, and while there is some crossover, there isn't as much as some would like to believe. If you have been overlooked for forever in a role of leadership, there may be some blind spots that you have in regard to your skill set. It's okay. The fact that you are recognizing it now is a good thing. Seek counsel from your colleagues. Open your mind to various possibilities. Humble yourself and make changes to prepare yourself for the role. Then go get it.

A key aspect. work on your mindset, your emotional awareness and management, and also extend this into a self mastery journey. "He who controls others may be powerful, but he who has mastered himself is mightier still." - Lao Tzu

Encourage Continuous Learning: Support late-career professionals in pursuing continuous learning opportunities to stay updated with industry trends and technologies. This can help dispel misconceptions about their adaptability and willingness to learn. By implementing these strategies, organizations can effectively combat the underestimation of late-career professionals as leaders and tap into their wealth of knowledge and experience for the benefit of the company.

Sometimes it happens as you may have spent a large time as individual contributor But a leader is someone who is willing to go above and beyond in his role so reclaim your status, assess your strengths and go for it

If you have the confidence and mindset to be a strong leader, and have worked to address any negative perceptions in those around you and yet still suffer from their under-appreciation, then find somewhere that does appreciate you. Life is too short and it is likely that you will be more happy and successful somewhere else.