By
Partner, Next Step Partners
Originally published on FastCompany.com.
Professionals in midlife have faced a plethora of organizational challenges over the past few years, causing many to feel overwhelmed, burned out, or “in a rut.” While these challenges are not unique to midlife professionals, their experience often differs due to their distinct life and career stage.
A significant number of midlife leaders I’ve coached are looking for more meaning and excitement in their roles. Others find themselves exhausted by the accumulation of years of working in high-pressure environments. It doesn’t help that the conventional midlife crisis narrative tells us that leaders in midlife have “plateaued” and it’s all downhill from here. It can feel profoundly dispiriting: Leaders who are already feeling stretched thin have to face the bleak landscape of another 10-15 years of declining skills and enjoyment.
But maybe not.
The good news is that, though midlife leadership is understudied, the truth is that this period can be one of remarkable growth, renewal, and the harnessing of unique strengths that come from accumulated wisdom and life experience. Based on a review of psychologist Erik Erikson’s key developmental psychology research—as well as my own 20-plus years of experience as an executive coach—I’ve discovered that for overextended leaders in midlife, there are five, research-based strategies you can use to break out of a rut and enter a new period of meaningful creative engagement.
Research shows that, as we grow older, we become less self-conscious, and less prone to shame, guilt, and embarrassment. It’s no accident that older adults also report higher levels of happiness and life satisfaction. Simply put, we are more comfortable in our own skin.
Recently, I spent half of one Saturday in an improv class. On the one hand, it was terrifying. On the other hand, it was something I had wanted to do for years. So, I did it, despite my fears. On the way to class, I told myself: “What do I have to lose?”
It’s not a coincidence that I was doing this at the age of 53. Whether it’s improv or signing up for an Italian class, midlife is the perfect moment to start letting go of self-consciousness.
Being more comfortable with who we are also frees us to show greater vulnerability. For the last 20 years, Susan Turk Charles, professor of psychological science at University of Southern California, has been studying how our ability to manage emotions improves with age. We become less reactive, and better able to accentuate the positive. Not only can we feel a fuller range of emotions, but we can also name and share those feelings with others.
Anna, a client of mine in her mid-50s, confessed to having spent much of her career disconnected from her emotions. She consistently avoided being vulnerable with her colleagues. But after helping support a close sibling battling cancer, she found herself willing to step out of her comfort zone. She shared her personal experience with her team, and opened up about how the experience had impacted her. It was scary territory, but her willingness to be vulnerable brought out her authenticity and strengthened her relationship with her team.
Leaders who model emotional vulnerability create environments that are psychologically safe, paving the way for stronger, more cohesive teams.
As we mature in life and in our professional careers, we get better at separating the wheat from the chaff. Harvard professor Arthur Brooks uses the concept of “crystallized intelligence” to describe how knowledge and experience accumulated over time enables older individuals to synthesize complex information more effectively and focus on the problems that truly matter. This contrasts with the “fluid intelligence” seen in younger workers, who may be quicker problem-solvers but lack the refined perspective that comes with age.
Another client, David, COO of a global financial services firm, was tasked with leading a critical transformation initiative. One path forward was to lean heavily on a cutting-edge technological solution. The other more measured and incremental option wasn’t as speedy or as flashy but promised greater stability and scalability. David’s years of experience helped him see risks in the first option that weren’t readily apparent to his younger colleagues. He called for a deeper review and cast a wider net in seeking feedback and council. His decision to go with the second option wasn’t popular at first, but ultimately helped the company better navigate and thrive in a volatile market.
The accumulated wisdom we gain over time allows us to approach challenges with a balanced perspective to make more informed and impactful decisions.
As we pivot into what Erikson calls our “phase of generativity,” we can shift from a focus on personal achievement to finding meaning through our contributions to others, and through the legacy we hope to leave behind. We have less to prove, and more to give. In his book Learning to Love Midlife, Chip Conley, founder of the Modern Elder Academy, describes how this renewed sense of purpose allows individuals to create a positive legacy by mentoring younger generations or contributing to regenerative communities.
One example of this is Jane, a CEO of a growing global technology firm in her mid-50s. Jane had accumulated deep industry knowledge over her career. But what truly set her apart was her ability to balance business insight with emotional intelligence and a commitment to nurturing new leaders.
Observing a younger colleague’s struggles adapting to the company’s evolving priorities, she did more than offer him advice. She shared her own past failures—specifically, the mistake she made to try to rush results. “Leadership isn’t just about hitting targets,” she told him. “It’s about fostering resilience in yourself and your team.” Through her mentorship, Mark began to focus on creating sustainable success rather than quick wins, becoming a model of adaptability within the firm.
Midlife offers a unique opportunity to find purpose through contribution and legacy.
With age, we also become more attuned to ourselves and hone a sense of “body intelligence” that allows us to listen to and trust our intuition and what our body is telling us. Research into intuition shows that, far from being a mystery, intuition deepens as we mature. Accumulated knowledge and experience—stored not just in our brain, but in the cells and tissues of our body—is a well of insight we can tap into quickly, and often unconsciously.
At 48, Sandra, the chief marketing officer of a fast-growing technology startup, realized that the relentless drive she had exhibited earlier in her career was no longer sustainable. She began noticing how her body gave her cues about her energy levels, emotional state, and decision-making capacity. This heightened sense of “body intelligence” became her secret weapon in managing her leadership responsibilities effectively. When stakeholders proposed a strategy that she felt was too risky, she listened to the cues her body was sending her, and chose to step back and sleep on it. The next day, her calm confidence, rooted in body awareness, helped convince the team to take a different approach.
Trusting our intuition allows us to make decisions that align with our values and instincts, especially in complex or uncertain situations.
In midlife, leaders have a unique opportunity to leverage the wisdom, resilience, and deeper emotional intelligence they’ve cultivated over the years. By embracing this stage as a time for growth, connection, and purpose, they not only enhance their own impact but also create a ripple effect within their teams and organizations. The gifts of middle age are not just personal assets; they are transformative tools that inspire and foster a culture of trust, innovation, and meaningful contribution.