Age does matter, at work and in the White House

In the 2024 US presidential election, age has become a focal point, with current President Joe Biden and former President Donald Trump, the two oldest candidates ever to run, sparking discussions about the US becoming a gerontocracy. As Biden reached 81 and Trump approached 78, questions arose about how old is too old to lead, and whether the US was becoming a nation led by the elderly. These concerns were particularly acute for Biden, who was perceived as frail and mentally unfit. His performance during a debate with Trump exacerbated these perceptions, leading to calls within the Democratic Party for him to step down in favor of a younger candidate.

When Biden eventually ceded his place to Vice President Kamala Harris, the dynamics of the race shifted dramatically. Suddenly, at 59, Harris was seen as a youthful figure, a stark contrast to her incumbent. In most contexts, a 59-year-old woman might face ageism. Yet, in the political arena, Harris is now framed as the kid of the campaign, embodying a new generation of leadership. Meanwhile, Trump, now the sole almost-octogenarian in the race, inherited the mantle of the “old” candidate, and all the scrutiny that comes with it.

The election brought to the fore critical issues about age, leadership, and work. Ageism is real and it remains crucial to fight it, but age can still bring physical and cognitive changes that impact performance, especially in demanding roles. Age should not be ignored. While experience is a significant asset, it must be balanced with the physical and cognitive demands of leadership, particularly in high-stakes positions like the presidency.

Has the fight against ageism made age taboo?

Despite the Age Discrimination in Employment Act (ADEA) which forbids workplace discrimination for those aged 40 or older, ageism remains one of the most common and insidious forms of discrimination in the workplace. With an aging workforce and longer life expectancies, extending our working lives is now an economic necessity. And yet, far too many older workers face bias, being seen as less adaptable or dynamic than their younger counterparts. Despite the fact that people live and work longer, 90% of adults aged 50 or older agreed that age discrimination was common in the workplace, according to an AARP survey. They are seeking empowerment to continue contributing meaningfully for as long as they can. The fight against ageism is not just about ensuring fair treatment; it’s about recognizing the value and potential of older workers.

However, there are legitimate concerns that come with an aging workforce. Indeed it has also contributed to making age a somewhat taboo topic in certain contexts, particularly in discussions about leadership and power. As we try to avoid discrimination based on age, there’s a risk of overlooking the ways in which age can influence job performance while avoiding questions around the injustices of how power is distributed.

It’s fine for someone in their 70s or beyond to hold a position of significant power, such as a member of the US Senate or a senior leader in a company. Age alone doesn’t disqualify someone from being effective or wise in their role. However, problems arise when those in power, particularly those who are older, don’t reflect the diversity of the society they serve, or the organization they oversee. Even more, in a company, if the leadership doesn’t value or understand the insights provided by its younger employees, they could miss out on opportunities to reach new audiences, thereby limiting growth and innovation.

The same dynamic exists in the government. When political leadership is overwhelmingly in the hands of the elderly, it can lead to a disconnect between policymakers and the younger, more diverse segments of the population. This imbalance can create blind spots, where the needs and interests of other demographic groups are not fully understood or defended.

The fight against ageism should not prevent us from addressing these concerns openly. In fact, we need environments where discussions about age can happen fairly and respectfully.

5 truths about the aging workforce that should not be taboo

1. Age is unequal.

Age is not experienced equally. The gap between one’s biological and cognitive age versus their chronological age varies significantly from one person to the next, and depending on the nature of their work, the impact this gap has can also fluctuate in severity. Physically and emotionally draining jobs can accelerate aging, while jobs with more autonomy and fun can allow individuals to maintain cognitive fitness longer. Individuals with more education often experience a slower aging process compared to those in more demanding or less rewarding jobs. Indeed education plays a crucial role here, as it is strongly correlated with both life expectancy and the type of jobs one holds. Thus, age-related policies at work must account for these disparities.

2. Work should be adapted to age.

As people age, their ability to handle demanding full-time jobs often diminishes, even if they remain fit and healthy. The traditional three-stage life—education, work, and retirement—is evolving into a multi-stage life where career transitions are commonplace, and work needs to be adapted to an individual’s age to accommodate this new shift. Sustaining a full-time job for over 45 years is not feasible for most, and instead, there should be more flexible work arrangements and opportunities for older workers to focus on mentoring and transferring knowledge. Ergonomic adjustments, such as providing adjustable desks, supportive seating, and tools designed to reduce strain, can significantly enhance comfort and productivity for elderly workers.

3. Some jobs require physical and cognitive abilities that naturally decline with age.

For instance, should we feel comfortable with elderly workers in jobs where impaired reflexes or vision could endanger lives, such as driving or piloting? Requiring fitness tests for certain professions is not ageist; it’s a matter of safety. This argument could extend to political leadership. The presidency, one of the most demanding jobs in the world, arguably requires the same level of scrutiny. When Ronald Reagan showed signs of Alzheimer’s during his second term, it highlighted the potential risks of having an elderly president.

4. Retirement and pension systems are essential institutions.

They are fundamental to the wellbeing of older individuals and society. They allow retirees to engage in activities that, while not directly contributing to the GDP, are invaluable to the social fabric. For many, retirement opens up opportunities to play crucial roles in their families and communities—such as caring for grandchildren, volunteering for causes they care about, or pursuing creative endeavors. When a public figure like Biden decides to run for office at the age of 81, it can send a potentially problematic message that people should or can continue working indefinitely, regardless of age, which risks weakening the cultural recognition of retirement as a vital phase of life, where individuals can focus on different forms of contribution that enrich both their own lives and the lives of those around them.

5. Power is still overwhelmingly in the hands of older white men

Considering white men only make up about 30% of the US population, they are overrepresented in all positions of power, holding 85% of executive positions in companies and 62% of elected government offices.This gerontocracy tends to stifle new ideas and prevent younger, more diverse leaders from emerging. In American politics, it’s not only exemplified by figures like Trump and Biden—with the average age in the Senate at 65, it’s evident in leaders such as Mitch McConnell (82) and Nancy Pelosi (84) as well.

Though not unanimously accepted, Harris’ political ascent has reflected the growing need for leadership to reflect their constituency, at work and in the White House.

Photo by Thomas Decamps for Welcome to the Jungle

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