Chapter 1: Analyzing "Wisdom At Work"

Chip Conley’s book, "Wisdom At Work," is gaining traction and receiving numerous five-star ratings on Amazon. However, a closer examination reveals that it inadvertently upholds the very ageism it seeks to challenge. Conley’s identity and his association with AirBnB are heavily framed around age. He recounts his experiences in a youth-centric organization, including a performance evaluation from someone three decades younger. It was uncomfortable to read when he queried, “Aren’t you old for an engineer?”

Furthermore, Conley conveniently overlooks the ongoing debates related to AirBnB and its impact on communities. The rise of short-term rentals has displaced countless residents as homes transform into overpriced tourist accommodations. The disruption caused by a single AirBnB can significantly affect the dynamics of a residential block or condo complex. Although some individuals may find value in AirBnB, it is crucial to acknowledge that the situation is nuanced. Historically, businesses have benefited from the insights of consultants of varying ages.

His role could be articulated without emphasizing age: he serves as a consultant, and his expertise is so valuable that the company assists him in bridging his knowledge gaps.

Conley’s unfamiliarity with the technical aspects of his field stems from his previous position where he had subordinates handling such tasks. There's no need to resort to a term like "mentern" to describe his contributions.

Today's corporate environments thrive on collaboration. If one lacks knowledge in a specific area, they seek out someone who possesses it—regardless of age.

Likewise, Conley’s strategies for learning and collaboration are applicable to individuals across all age groups. The founder of my coworking space, who just turned 40, shares many of the same insights.

The concept of a performance review is somewhat absurd. If his performance is deemed unsatisfactory, he can gracefully exit; after all, he is not reliant on financial compensation or status.

Conley embarked on his journey into elderhood at fifty-two—an age where discrimination is still relatively rare, especially among senior executives and various professionals. Labeling someone in their fifties as an “elder” seems somewhat exaggerated. The book appears to fall into a trend where accomplished older individuals navigate a millennial-centric workplace.

This theme mirrors what we’ve seen in films like "The Intern" and literature such as "Disrupted," where the senior male figure often plays the role of the wise mentor brought in by management due to his prior accolades.

Conley references Meredith Maran’s work, "The New Old Me," yet Maran’s perspective significantly differs. She was not brought on as a change agent; rather, she aimed to integrate with the younger workforce. Her humorous observations about her former colleagues stem more from cultural differences than from age.

Having lived in various regions across North America, I found it more challenging to adapt as a New Yorker in the South than as an older individual in younger settings.

We will truly achieve age neutrality when job applications can be submitted without the need for the applicant to be portrayed as a sage or a wise elder—just an ordinary person ready to fulfill the role.

In any workplace, there are individuals who prefer to socialize and those who prefer to maintain boundaries. They can work together effectively, regardless of their personal preferences.

Additionally, companies must consider the needs of various individuals, whether they are young parents, caretakers, or going through tough situations.

Despite my critiques, the book does contain valuable insights.

I particularly appreciated the quote from Eric Schmidt advising Sheryl Sandberg to “get on a rocket ship,” emphasizing that her career trajectory will follow.

The chapter focused on “counsel” is beneficial for readers of all ages, and the resources provided are commendable. Ironically, the selection of films listed demonstrates that collaboration across generations has been a longstanding practice.

Willie Nelson once stated, “I’ve known straight and gay people all my life. I can’t tell the difference.” Similarly, we need more individuals to say, “I’ve worked with young and old people all my life. I can’t tell the difference.”

Catharine (“Cathy”) Goodwin, a former college professor, is now an established online marketing consultant, storyteller, and strategist. Through her Medium channel, she explores topics related to healthcare, psychology, and the stereotypes surrounding aging. Many of her writings draw inspiration from her book, "When I Get Old I Plan To Be A Bitch," which offers a candid perspective on aging with chapter titles like “I Ain’t Miss Congeniality,” “Don’t Send Me To Prison and Call It A Party,” and “Take This Pill and Shove It.” Click here to discover more and order a paperback or Kindle edition.

Chapter 2: Insights from Chip Conley

In the first video, "Wisdom@Work: The Making of a Modern Elder," Chip Conley discusses his journey and the role of modern elders in a rapidly changing work environment. His experiences shed light on the value of wisdom in contemporary workplaces.

The second video, "Chip Conley - The New Age of Wisdom: The Rise of a Modern Elder," elaborates on how wisdom and experience can serve as powerful assets in today's youth-driven corporate culture.