PortfolioExecutive

What will it take to be a Portfolio Executive?

[PortfolioExecutive @2ndhalfcareer]

In the past, people were forced out of business based on last-in, first-out: illegal ageist discrimination based on tenure. Now the pressure is on de-layering: removing the experienced middle and senior managers who are typically aged 45 plus ..people being implicitly excluded.

[PortfolioExecutive @2ndhalfcareer]

CEOs often feel that they must meet expectations by having a busy schedule and being present in the office as much as possible, all of which come with an abundance of pressure. This can leave you with little room for movement, improvement and adaptability.
https://t.co/mlh8cnOXcW

[PortfolioExecutive @2ndhalfcareer]

I think it's important to recognise every failure is a kind of loss. We had something, and we lost it. Whether it was an opportunity, a hope, a dream, an outcome or something we relied on, we have lost it.

These losses can be very, very significant to us.

[PortfolioExecutive @2ndhalfcareer]

As a CEO, it is essential to have time to develop with other like-minded individuals.
Good leaders allocate time for creativity and overcoming obstacles.
How often do you allocate time for creativity?
#ceo #ceoinsights #ceocommunity #business #success
https://t.co/mlh8cnOXcW"

[PortfolioExecutive @2ndhalfcareer]

Failure can be a learning experience. If you see every step forward as being a step, as being a process of learning something new, then even if you don't get the outcome you are hoping for, you still have an opportunity for a learning opportunity.

[PortfolioExecutive @2ndhalfcareer]

The majority (65%) of older workers believe the jobs market is closed to them by the time they reach 55+ says 55/Redefined’s @Lyndsey Simpson.

This is backed up by a survey of HR leaders where 24% in the 25-30 age category were motivated to recruit workers in the 55-75 age range

[PortfolioExecutive @2ndhalfcareer]

To be a resilient CEO, you must have an open mind. This skill will enable you to be susceptible to change. In an increasingly VUCA landscape, an open mindset will help you develop resilience and understand that every situation becomes a step propelling you to strategic goals.

[PortfolioExecutive @2ndhalfcareer]

Although there is no statutory retirement age, the talent management function will consider the age of individuals when looking at who to promote. They will assess what the candidate’s current age is, with a view to the expected number of years to retirement.

[PortfolioExecutive @2ndhalfcareer]

"Employers increase Freedom, Joy and Love?

I have been tracking the 4-day week movement for a while and it could reflect a wider opportunity to empower and release employees into more freedom to do the best for their employer as well as creating more avenues for joy and care.

[PortfolioExecutive @2ndhalfcareer]

As a contractor you are hired as specialist who gets things done. You often won't be given the kinds of opportunities you need to manage and lead. You are limited to delivering your specialist skills. As you get older and older you are likely to become irrelevant.

[PortfolioExecutive @2ndhalfcareer]

A shared leadership challenge we see today is the ability to continue to be effective and impactful; you need to grow yourself faster than the business you are building – in skills, mindset, and behaviours.
Have you found yourself constantly playing catch up?

[PortfolioExecutive @2ndhalfcareer]

As a Portfolio Executive you will have a level of confidence in your professional skill, wisdom and insight that you bring into the role for your clients.
But, you need to find the humility to accept that you can get things wrong; to solicit client feedback and to respond to it

[PortfolioExecutive @2ndhalfcareer]

Resilience is not just about “toughing it out”.
Adapting to unforeseen changes, adversity, and problems is vital - because everything is constantly changing. Resilient leaders create resilient teams by developing an adaptive mindset. Could your business survive another pandemic?

[PortfolioExecutive @2ndhalfcareer]

More important to building success is the ability to have a relentless curiosity ... every person you meet, every situation you’re in, every challenge you face, every disappointment you recover from becomes an opportunity for learning.
How often do you reflect on your learning?

[PortfolioExecutive @2ndhalfcareer]

Imposter Syndrome. You believe you’re not able to perform the role that you're currently in. You constantly live in the fear that sooner or later you'll be found out as an imposter. If you believe you’re an imposter, you are continually undermining your belief in your ability.

[PortfolioExecutive @2ndhalfcareer]

For decades, psychologists’ research has shown that ageism undermines older adults’ mental and physical health by implying they are less capable. The COVID-19 pandemic has brought to the surface how ageism endangers all of society by segregating generations.

[PortfolioExecutive @2ndhalfcareer]

To be a resilient CEO, you must have an open mind. This skill will enable you to be susceptible to change. In an increasingly VUCA business landscape, an open mindset will help you develop resilience and understand that every situation becomes a step that can propel you forwards.

[PortfolioExecutive @2ndhalfcareer]

Age is the primary protected characteristic where government policy explicitly discriminates on the basis of characteristic e.g minimum wage rates are age related. No other protected characteristic except disability is actively discriminated in government policy. Ageism is real.

[PortfolioExecutive @2ndhalfcareer]

A richer attitude to learning, which I feel is even more powerful in building success. You hold a relentless curiosity so that you see every person you meet, every situation you’re in, every challenge you face, every disappointment you recover from as an opportunity for learning

[PortfolioExecutive @2ndhalfcareer]

There is some very interesting research looking at the attitude to learning in young people.
Essentially, they identified two types of young people. Those who believe that they had a fixed amount of talent. and those who believed that they had unlimited access to new capability.