{"id":17508,"date":"2026-02-04T12:04:15","date_gmt":"2026-02-04T12:04:15","guid":{"rendered":"https:\/\/ideainthebox.com\/index.php\/2026\/02\/04\/four-key-roles-elders-offer-their-organizations\/"},"modified":"2026-02-04T12:04:15","modified_gmt":"2026-02-04T12:04:15","slug":"four-key-roles-elders-offer-their-organizations","status":"publish","type":"post","link":"https:\/\/ideainthebox.com\/index.php\/2026\/02\/04\/four-key-roles-elders-offer-their-organizations\/","title":{"rendered":"Four Key Roles \u2018Elders\u2019 Offer Their Organizations"},"content":{"rendered":"
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Carolyn Geason-Beissel\/MIT SMR | Getty Images<\/p>\n<\/figcaption><\/figure>\n<\/p>\n

Imagine a world<\/span> where organizations don\u2019t just ask, \u201cHow do we attract young talent?\u201d but also, \u201cWhat do people who\u2019ve managed multiple economic cycles think?\u201d <\/p>\n

What if we thought of older workers as being in a distinct career stage, where their perspectives and continuity were recognized as especially valuable? <\/p>\n

Organizations that embrace this mindset not only tap into intergenerational wisdom but also realize the benefits of employees who are living longer<\/a> than previous generations. According to the World Health Organization, the proportion of the world\u2019s population over the age of 60 is on course to grow from 12% to 22%<\/a> between 2015 and 2050. Many of those people are choosing to stay involved in their fields beyond retirement age. <\/p>\n

Leaders who have older workers on their teams have been offered advice on issues such as bringing long-tenured employees up to speed on new technologies<\/a> and navigating generational differences in preferred management styles<\/a>. While this guidance is valuable, it presents a limited view of older workers that\u2019s largely focused on mitigating the downsides of an aging workforce. It does not explain how organizations can capitalize on these employees\u2019 unique skill sets.<\/p>\n

We encourage leaders to focus on the upsides instead. Our work has explored the organizational dynamics of older workers, with a particular emphasis on a subset who can be regarded with the honorific of \u201celder\u201d because of their learned wisdom and continued high capacity to contribute. To understand the nuances of their impact, we began reviewing research on how older individuals contribute to human social groups and devised some preliminary categories of contributions. We then identified contemporary organizational elders and refined our categories based on this evidence of real-life eldership. These analyses revealed four distinct roles that elders take on: steward, ambassador, futurist, and catalyst.<\/p>\n<\/p>\n

What Makes an Elder?<\/h3>\n

Elder<\/em> is a term with a rich history. In indigenous cultures, elders have historical knowledge of the culture and practices of their communities. In religious settings, elders are experts in the understanding and application of theological doctrines. Within business organizations and the leadership world more broadly, elders are individuals who have accumulated industry know-how, familiarity with change, and experience in making value judgments. They have achieved mastery of certain knowledge and skills<\/a>. <\/p>\n

A compelling example is the global organization The Elders<\/a>, founded in 2007 by Nelson Mandela. This group brings together experienced executives, including former heads of state, such as Mary Robinson of Ireland and Gro Harlem Brundtland of Norway; previous members include U.S. President Jimmy Carter and United Nations leader Kofi Annan. The group uses its collective influence to address global challenges, such as conflict resolution, climate change, and human rights abuses.<\/p>\n<\/p>\n

In each community \u2014 whether an indigenous culture, a religious group, or a business \u2014 age is one marker, but age alone does not make one an elder. Elders are recognized, formally or informally, for extensive accumulated knowledge, experience, and wisdom born of long-term perspective and a commitment to integrative thinking<\/a>. They interpret new information through the lens of accumulated experiences and tend to be patient and willing to share their understanding of the key elements of a situation.<\/p>\n

In his 2007 book, How Doctors Think<\/cite>, author Jerome Groopman describes an older physician with many years of experience training new residents. One of this physician\u2019s key pieces of advice to those younger residents is the adage \u201cDon\u2019t just do something \u2014 stand there.\u201d A critical part of the wisdom of elders is the ability to \u201cstand there,\u201d and to encourage others to do the same.<\/p>\n

Perhaps obviously, elders must possess the capacity \u2014 the mental and physical resources necessary \u2014 to make meaningful contributions. In academic institutions, for example, emeritus faculty members often continue to serve universities or colleges after their formal retirement. They may not have the capacity to take on the same level of research or teaching responsibilities that they had previously, but they often help with research, teaching, or mentorship and play important roles on teams addressing special projects. <\/p>\n

A final characteristic is more subtle. Mandela, when first introducing The Elders group, described its members in the following terms: \u201cThey do not have careers to build, elections to win, constituencies to please. They can talk to anyone they please and are free to follow paths they deem right, even if hugely unpopular.\u201d Elders are less beholden to any agenda other than serving the communities they are part of. This does not mean elders should do whatever they want to do; as we will discuss later, organizations are well advised to place some constraints on the privileges and responsibilities that elders within their own communities have.<\/p>\n

The Four Eldership Roles<\/h3>\n

There are four distinct roles elders can fulfill both within individual organizations and in the world at large: steward, ambassador, futurist, and catalyst. These roles highlight the distinct capabilities of elders across the critical dimensions of strategic focus and scope of impact. (See \u201cThe Four Types of Elders in the Business World.\u201d) Below, we share details on each role.<\/p>\n

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