Oh Captain, My Captain

Peter Koestenbaum is more than a scholarly consultant with a sharp mind, a strong ethical backbone, and a passion for personal volition. He is also a rare and valuable father figure for a new economy workforce that came of age in an era of Reaganomics, conquered the work world in the prosperous 1990s, and never stopped to catch its breath or ask the big questions: Where exactly are we headed? What do I hope to achieve? Does my work make a difference?

Twenty-five years ago, Koestenbaum began introducing his philosophical values to giant organizations like Ford, Citibank, and Xerox. When he joined forces with the corporate world, Koestenbaum became one of the global economy's most trusted sages, therapists, and secular priests. He also demonstrated the value of wisdom in this adrenaline-driven marketplace and raised worthwhile questions for all companies struggling through the new world of work: How can business leaders leverage and utilize the wisdom and experience of a growing population of aging workers? And why aren't more of them doing so?

According to research published by the American Association of Retired People/Roper Starch Worldwide Inc., 80 percent of aging baby boomers express interest in working at least part time during their retirement; five percent of those boomers hope to begin a new career after turning 65. The supply of willing veterans, it appears, is potentially limitless. So the question becomes whether today's entrepreneurs are shrewd and forward-thinking enough to tap this growing population of gurus.

Lorene Ulrich, senior program specialist for the Working Options segment of the AARP, says intergenerational partnerships -- too few and far between -- balance an entrepreneur's drive with a guru's forbearance and wisdom, and ultimately create an effective venture. "It would be a great idea for a startup to recruit a retired executive to help with problem solving," Ulrich says. "Though employers are beginning to creatively close the labor supply gap, they have trouble tapping all the skills of older workers."

Wanted: One Seaworthy Pilot

When Jerry Mueller, 69, joined Northeast Technical Services Company (NETSCo) in 1984, the naval engineering firm desperately needed not an e-commerce strategy nor a marketing budget, but an innovative outlook that could put into perspective the unfavorable demand cycles of the ship building industry. Demand for NETSCo's $20 to $30 million boats depends largely upon the supply of independent commodities such as grain, cement, and ore. That means that confidence and fortunes at NETSCo can oscillate from one year to the next by no fault of the firm's.

Last year, NETSCo lost an account with an equipment manufacturer -- a loyal customer steered elsewhere away by an acquisition. While NETSCo searched for new business, Mueller kept his co-workers focused by acting as a guiding patriarch, and reassuring the employees that though the circumstances were beyond their control, they could be transcended.

"We grow 10 to 15 percent a year, but we had a bad year last year because we lost that prime account," Mueller says. "Though we didn't lose any employees, morale was down. My job was to keep things in perspective."

The NETSCo dilemma, similar to those faced by startup ventures every day, was not resolved by choosing right from wrong -- it was a challenge that tested the mettle of the company and its leadership. In Mueller's eyes, a guru's insight can prove priceless during such times.

"The advantage of having a guru is that you've got the experience, but you don't have to pay a fortune for it," he says. "Any other way, you'd have to hire a consultant and you wouldn't be sure if they had the same values as your company. It's important to glean advice from someone who cares about the business' welfare."

Mueller's acumen is the result of an inspired interest in engineering that led to a long career in the field of shipbuilding, where he learned that a title is only as impressive as the person behind it. Good leaders, he says, know the secret of success is to never use your power to motivate people -- but to strive to stimulate them naturally.

As Mueller guides NETSCo's small staff through the 60-hour weeks and personal sacrifice needed to keep an emerging business running, he acknowledges the importance of keeping a healthy distance. "The guru must avoid running the company," he says. "I'm trying to stay away from day-to-day operations. If my co-workers acknowledge my effort not to interfere, they will be more likely to take my advice.

"You are not always going to be right. Even when you are, many people will not want to take your advice. You have to respect that. Your colleagues must know that your advice is motivated by the best intentions."