Career Renewal After Age 50: Navigating the New Landscape
Much like everything else in today’s turbulent world, perpetual flux characterizes the job market. And executives aged 50+ are increasingly finding themselves at unexpected crossroads, often facing unintended career transitions. As companies pivot and restructure, many seasoned executives who once felt secure in their positions, grapple with the question of “what’s next?” According to Eelco van Eick, Managing Partner at Amrop in The Netherlands and an executive search leader with expertise in assisting executives move onto their next chapter, this demographic is waking up to stark new realities.
“In my role, I often invite executives into my office for a candid conversation about their future,” van Eick explains. “I always ask them, ‘What’s your value proposition for your next job?’ Surprisingly, many have little to say, and some even talk for 20 minutes without addressing the core question I asked them.”
According to Amrop’s latest global study The Meaning of Work, economic pressures continue to motivate career paths post-50, albeit without a matching motivation for leadership or 'ambition' per se. This lack of focus reveals a broader problem: many experienced professionals, despite their successful career trajectories, find themselves unprepared for a job market that now demands a proactive approach to personal branding and self-promotion.
Age bias
A perennial component of the challenge for older job seekers is age bias. “If you’re a white male over 50, you face an uphill battle,” van Eick observes. “Companies are prioritizing diversity, and while that’s certainly important, it creates a perception challenge for experienced candidates who may not fit the modern ideal.” He reflects on a paradox within the hiring landscape, noting that while there’s a push for inclusivity, especially for women and minorities, many seasoned professional white men feel they are sidelined because of their age and demographic characteristics. This perceived disparity extends beyond hiring practices to promotions and leadership opportunities.
Reimagining Career Paths
For those navigating a career transition post-50, van Eick stresses the importance of flexibility. He often advises clients to explore opportunities beyond their immediate geography. “For many senior executives, especially those experienced in global roles, it might be beneficial to seek positions outside their home country or venture into non-executive roles,” he suggests. “I’ve seen European candidates thrive in the U.S. markets where their expertise is valued more than in their local contexts.”
Van Eick recounts a recent conversation with a Dutch executive who, after a successful career abroad, sought to return home. “I encouraged him to stay in the U.S. He had established a strong reputation and could leverage that in the international landscape.” This approach not only broadens one’s potential opportunities but also challenges the traditional notion of a linear career path, not to mention the spirit of adventure such overseas postings can excite.
Creating a Personal Brand
As competition from younger candidates intensifies, middle aged executives are advised to redefine how they perceive themselves. "People must realize they are brands," van Eick asserts. He outlines four essential building blocks for establishing a personal brand: behavior, outside image, tone of voice, and key messages.
Consistency in behavior and demonstrating reliability are paramount for executives. This is not just about professional conduct but reflects one’s overall persona. In the digital age, personal presentation, such as attire, online presence, and even the type of car one drives, all play crucial roles.
“For example, if you’re interviewing at a modest company, don’t turn up in your Porsche. You have to be modest. In your free time you can have twenty Porsches, that's all fine. But don't show up in a car that costs 10 times more than their car. These are simple details, but they matter”, says van Eick.
Effective communication, whether in emails or spoken interactions, is vital. “Long, convoluted emails can undermine credibility. Structured and concise messages project control and professionalism,” he says.
For van Eick, what you communicate consistently should align with who you are, and keeping these factors in mind makes for a cohesive approach that helps build you a trustworthy reputation.
Finding Work-Life Integration
The shift from a demanding career to a position that aligns with your personal values and family life is an essential consideration for many over 50. Many professionals evaluate their work-life integration as they age, with women often leading the way in this regard, according to van Eick. “Women tend to have a more democratic approach to decision-making as it relates to family and career,” he says. “They’re more likely to weigh family considerations when contemplating a new job, while men often place career advancement at the forefront.”
So is it fair to say that women are better at the work-life balance equation than men?
“Several times I’ve been searching for someone to fill a very interesting executive role, recently as Chief Marketing Officer for example, and I reached out to top level female candidates in France, the UK and Germany. And they said, it's a fantastic role, I would love to do the job. But I've organized a whole infrastructure here at home and for that reason I don't want to make the switch. The problem is, I never hear that argument from male candidates who instead say directly, yes, I'm open to talk”, van Eick remembers.
“I have to bounce back and say, listen, have you discussed it with your family?”
The Golden Cage of Success
As professionals reach their 50s, a critical moment of self-reflection often emerges, particularly among senior executives in dynamic financial hubs like Luxembourg. Gabriela Nguyen-Groza, Managing Partner at Amrop Luxembourg, is an adviser to high-achieving leaders and has observed this phenomenon firsthand.
“Around age 45 to 50, many begin to question their trajectories,” she says. “They start self-reflecting on their lives and careers, often realizing that they have accomplished much but are unsure about what comes next.”
For many, the narrative of success can become a gilded cage - comforting yet confining. “In Luxembourg, as in many affluent regions, individuals often find themselves trapped in a comfortable existence,” Nguyen-Groza says. “They start their careers in junior roles, driven by necessity, and after decades ascend to high-ranking positions, such as CEO. Yet, at the pinnacle, they often wonder, ‘Is this truly what I wanted to do?’”
The pressures of maintaining a lifestyle including marriage, children, and their associated financial commitments, contribute to this cycle, leading many to feel like hamsters on a wheel, endlessly turning without direction. “It often takes a forced stop, such as a job loss, for them to confront profound questions,” she adds. “Why am I doing what I’m doing?”
The Role of Self-Reflection in Career Transition
Nguyen-Groza emphasizes that her work transcends traditional career counseling - it often delves into the emotional realm, akin to a therapeutic process. “While I’m not a therapist, I do find myself guiding clients through those existential queries,” she says. “It’s essential to understand what you don’t want before you can define what you desire. I encourage clients to articulate what they won’t tolerate in their careers going forward. Knowing what you want to avoid empowers you to identify career paths that align with your values.”
This method often begins with a simple yet profound exercise: creating a list of what they don’t want - be it a corporate environment, specific leadership styles, or organizational sizes. “By starkly delineating these parameters, clients can pivot from a narrow conception of their professional future to a broader array of possibilities,” Nguyen-Groza says. This strategy allows them to navigate potential next steps with greater clarity.
Expanding Horizons: Alternative Career Paths
While many of Nguyen-Groza's clients initially seek another executive role, she prompts them to think expansively about their futures. “There are multiple avenues to explore,” she says. “They may consider interim management, consultancy roles, or even board positions.” For those yearning for a change, combining these opportunities can also offer a refreshing balance, allowing individuals to re-enter the workforce without feeling constrained by traditional expectations.
“Professionals often don’t realize how rich their networks are,” she adds. Connecting with past colleagues or industry peers can unveil opportunities in unexpected places. This strategic networking becomes an integral part of the transition process, enabling clients to tap into resources that align with their revised goals.
The Impact of Age Perception
One of the pressing concerns among seasoned professionals, as highlighted by Eelco van Eick, is the issue of age bias. But this is a fear that in Nguyen-Groza’s experience is overstated, “In my work focusing on top-level positions, being older can be a bonus, especially as many companies seek experienced leadership during transitional phases.” In fact, some organizations appreciate the stability and strategic foresight that older executives bring, often viewing them as valuable assets for transformation.
“The trend is shifting; companies recognize that hiring experienced leaders can facilitate smoother transitions,” she says. These leaders often play pivotal roles in guiding businesses through change, not only through their knowledge but also their capacity to mentor and foster internal talent.
Fostering Legacy Through Leadership
A recurring theme in Nguyen-Groza’s practice is the exploration of legacy. In her invitation-only, confidential “CEO breakfasts”, she facilitates deep conversations about what it means to be a leader. “The discussions focus on the profound question: How do you want to be remembered?” she says. An unforgettable moment from a recent session illustrated this point when a CEO expressed that he wished to be remembered for his everyday interactions, specifically for saying “hello” to everyone, regardless of their status.
“While numbers and achievements matter, the essence of leadership often lies in the connections we build,” she reflects. “Ultimately, it’s the impact we have on those we lead that defines our legacy.”
In the end...
As executives navigate the complexities of career renewal after age 50, they have the opportunity to undertake a profound journey of self-discovery and transformation. By reflecting on what they don’t want, exploring diverse career paths, and defining their legacy, they can reshape their narratives and emerge from the constraints of their previous roles with renewed purpose and enthusiasm. For many this lies in the power of introspection and strategic direction in creating meaningful futures - not just for themselves, but for the organizations and individuals they inspire along the way.
The Meaning of Work: An Amrop Global Study
Read the full report
Methodology
Amrop conducted an online survey and gathered insights from 8,000 participants, with 1,000 respondents from each of the following countries: Brazil, China, France, Germany, India, Poland, the US, and the UK. The survey aimed for representativeness across these diverse nations, capturing perspectives from individuals aged 20 to 60 (Gen Z: 20-26, Young Millennials: 27-34, Old Millennials: 35-42, Gen X: 43-60), all possessing at least a bachelor's degree. Where applicable, reported results represent the top two answer sets (strongly agree/agree).