Most people retire as soon as they think they can afford to. Every week personal finance periodicals run stories about people delaying retirement due to the housing correction, health insurance inflation, and in the end, insufficient savings.
Look around and you can’t help but see older workers. Prepare to see more and more. A boatload of sixty, lots of seventy, and even some eighty something half or full-time employees.
While tossing the majority of my mom’s office files last week, I came across a remarkable memo my dad wrote on December 3rd, 1990 to the two owners of the major corporation he was running at the time. Here it is:
The three of us should sit down and have a talk. I’m 65 in 1991, and as we have discussed pensions around the office we’ve used 12/31/91 as my retirement date. We should discuss the future leadership of S&E. I find myself ambivalent about retiring or staying on.
He then listed the “PRO’s for staying” including “we are an organization that works and we have good sales and profit growth.” Then he shifted gears:
The CON’s are: I will have been at the helm for 7 years, and a change in leadership could bring fresh ideas, a different approach and faster sales and profit growth.
Age slows one. It’s something none of us avoid. I find myself like the aging ballplayer—I don’t want to stay on when new leadership could take S&E forward more effectively. Others see the slow down before you do.
I feel too strongly about the company and its future to become an impediment. What are your feelings?
The more I reflect on this memo, the more unique I find it that he’s putting the company’s interests before his own. No one enjoyed his work more than my dad and no one out worked him. Yet, he acknowledges “new leadership could take S&E forward more effectively.” That’s like President Obama saying someone else might have a better working relationship with Congress and accomplish more on behalf of the American people. Or an aging college professor saying students might benefit more from an energetic, 30-something academic.
I don’t begrudge any older, moderate income person their decision to work past their prime, but for older, financially secure people, my dad provides a selfless example worth emulating. The question isn’t just what’s best for me, but what’s best for the company or even the community.
Footnote to the story. The owners did sit down with my dad. Shortly afterwards they extended his contract and also named him Chief Executive Officer of a second corporation they owned.