"Good at Giving Advice but Can't Write Reports"…Why Retired Executives Struggle to Find Reemployment [Shin Sujeong's Work Standards]

Three Things Executives Must Know Before Retirement

I met a venture CEO who matches retired executives and experts from large corporations with ventures or foreign companies. She expressed the difficulties she faces while doing this work.

"The biggest problem with retired corporate executives or team leaders in our country is that although they speak well, they lack attention to detail and cannot create reports themselves. Another issue is their weak English skills."

When connecting retired executives or experts to ventures, companies expect them to complete tasks independently. Unfortunately, very few can do so on their own.

Once someone reaches the level of department head or higher, they rarely perform tasks directly or write reports, so their abilities significantly decline. Without support from others, they cannot complete tasks independently, making it difficult to utilize them effectively.

Companies in China and Southeast Asia also need Korean experts, but the ability to speak English is a necessary condition. Many retired executives from large corporations have poor English proficiency. Even when working globally, they need to be able to independently complete tasks and write reports, but there are very few who can do this.

Why does it become harder to handle things alone as one moves up the hierarchy? This can be summarized in three points.

First, since they comment on materials prepared by team members, they mistakenly believe they are competent themselves. However, being good at critique and being able to execute are different. It is clear that being a good sports commentator does not mean one is good at the sport. Nevertheless, many people are under this misconception.

Second, becoming accustomed to receiving reports and attending meetings makes doing things oneself bothersome, and abilities gradually deteriorate. As one moves up, most work involves receiving reports and attending meetings. Opportunities to think independently and create something directly decrease. As this becomes habitual, the ability to do things independently declines. This problem is especially severe for executives supported by staff and secretaries. Some even say the only IT task they can do is email. Secretaries handle software input and app usage for them, causing their IT skills to decline significantly.

Third, as the organization grows, being involved in detailed tasks is seen as micromanaging, making it difficult to do things directly or delve deeply. Especially in large corporations, leaders who perform hands-on work after promotion do not receive good evaluations from employees. Those in 'Eul' companies often maintain their expertise even as they age, but this is not the case in 'Gap' companies.

Therefore, even as one ages and becomes a manager, it is necessary to deliberately try doing some tasks independently. Of course, this does not mean intercepting and rewriting team members’ reports. That would prevent employee training and turn one into a micromanager. However, it is important to actively learn new areas and try using new software even if it feels bothersome. It is good to try issuing documents or filing reports online, and to create presentation materials or videos personally. Writing articles or books oneself is also beneficial. Sometimes, it is necessary to learn from juniors.

Now, whether an executive or an office worker, retirement begins in the 50s. Executives retire even earlier. But being in your 50s is still very young. In the era of 100-year lifespans, you cannot spend the rest of your time just hiking or playing golf. To utilize your experience and capabilities domestically or globally, you need to continuously learn and deliberately keep yourself active starting from your 40s. To work with younger colleagues, you must not be slow or just talk; you need to be quick and agile.

Shin Su-jeong, Head of KT Enterprise Division