Ignore experience at your peril, warns Mike Buchanan

I recently led some training on how to be a great coach and mentor for a group of middle leaders from an international schools group. The participants were all eager to learn how to get the best from the colleagues they manage or support. The training was based around practising the skills of coaching and mentoring, one of which is to draw on your own experience to ask probing and challenging questions of the person you are seeking to support. But what if your own experience is still so limited that you have nothing much to draw on?

This recent experience brought to the surface once again a concern I have had for some time, as I observe the struggles of people quickly promoted into roles, often well before they have gained enough knowledge to enable them to be successful and happy in these roles. It’s not uncommon to come across these young people after they have burned themselves out or failed in the role. It should not and need not be this way.

In today’s ever-evolving professional landscape, where recruiting able people into roles in schools is increasingly difficult, many organisations grapple with the question of whether to hire young, eager, inexperienced (and often cheaper) people or seasoned (more expensive) professionals with years of experience and wisdom. Research increasingly points to the benefits of prioritising experience over youth and inexperience.

The myth of youthful innovation

For years, the business world has championed the notion that youth equals innovation. Bring to mind the youthful tech prodigy who disrupts industries and excites the market. This image, however, is often misleading. A comprehensive study conducted at MIT Sloan School of Management found that the average age of successful start-up founders is actually around 45 years old. Contrary to popular belief, older entrepreneurs, not fresh graduates, are more likely to build thriving companies.

Experience brings with it a depth of knowledge that fosters more realistic, sustainable innovation. Whereas younger workers may have ambitious ideas, experienced employees are often better equipped to evaluate the feasibility of these ideas, understand demands, and anticipate potential roadblocks. Their broader understanding enables them to create solutions that are both innovative and practical.

Decision-making and problem-solving

When it comes to decision-making, experience is an invaluable asset. Years spent navigating the complexities of organisations and its people provide experienced leaders with a wealth of knowledge they can draw upon when faced with challenges. Research published in the Journal of Applied Psychology found that older, more experienced workers consistently outperform their younger counterparts in complex problem-solving tasks. This is largely because experienced professionals have encountered a wider range of problems throughout their careers and have developed a more sophisticated understanding of how to approach these issues. In other words, they are wise to the issues and challenges, and often possess a level of emotional intelligence that comes from years of working in diverse environments and handling various workplace dynamics. They are typically more adept at managing conflict, building consensus, and creating harmonious team environments. These interpersonal skills can directly contribute to organisational success.

Mentorship and knowledge transfer

One of the most critical ways experienced workers add value is through mentorship. Organisations that embrace diversity often see the benefits of intergenerational collaboration, where seasoned employees share their knowledge and skills with younger colleagues. Research published in the Harvard Business Review highlights that mentorship programmes typically enhance productivity, employee retention and job satisfaction, particularly when younger workers are paired with experienced mentors.

Having senior employees who can train and guide younger workers through change or periods of crises is invaluable. This transfer of institutional knowledge ensures that valuable skills and historical context are passed down.

For example, in schools where in-depth pedagogical knowledge or a clear understanding of the regulatory environment is required, seasoned colleagues are often the bedrock of an organisation, and provide stability and vital continuity. They are capable of providing guidance that is informed by years of both successes and failures.

Reliability and commitment

In a world where job-hopping has become more common among younger workers, experienced employees often bring a level of commitment and reliability that younger employees may not yet have cultivated. According to a study from the Pew Research Center, older workers are more likely to stay with an employer for a longer period of time, reducing turnover and the costs associated with recruiting and training new employees.

This sense of loyalty and dedication is critical in maintaining a stable workforce. Experienced employees typically possess a deeper connection to the organisation’s goals and values, having invested significant time and effort into their careers. In contrast, younger workers may be more likely to switch jobs frequently in pursuit of new opportunities and the desire to climb the greasy pole of leadership.

The value of a seasoned perspective

Experience also brings with it a nuanced understanding of trends, customer preferences, and industry cycles from which schools are not immune. A seasoned professional can recognise patterns and anticipate shifts, enabling organisations to make proactive, informed decisions. This ability to “see around the corner” is a skill that only comes with time.

Adaptability and lifelong learning

One common misconception is that experienced workers are less adaptable or more resistant to change. However, studies show that older workers are just as capable of learning new skills and technologies as their younger counterparts. Research indicates that 80% of older workers report being open to learning new technologies, and many actively seek out training opportunities to stay current.

In fact, experienced employees often possess a greater understanding of the importance of learning, having witnessed first-hand rapid technological advancements and changes. Their adaptability is not diminished by age but is instead shaped by the reality that organisations evolve, and staying relevant means continuous self-improvement.

The case for experience

While there’s no doubt that young, enthusiastic workers bring valuable energy and fresh perspectives, the evidence strongly supports the idea that experience plays a crucial role in driving long-term organisational success. Experienced workers contribute in unique ways that often go unrecognised or unvalued: they make informed decisions, mentor younger employees, provide stability, and offer insights that come only from years of exposure.

Experienced workers most often wish to keep working, especially when they can also keep growing and evolving. The idea of ending one’s working life at a pre-defined age is increasingly uncommon.

Schools have a golden opportunity to harness the strengths of older, more experienced colleagues. Indeed, this may be one way of addressing the worldwide shortage of teachers, Rather than pushing them out or ignoring older applicants for posts, by valuing and utilising the wisdom of seasoned professionals, schools and colleges can create dynamic, innovative, resilient and fulfilling workplaces. Ultimately, the most successful schools will be those that recognise the power of experience and the value of wisdom, and blend it with youthful energy. At least, that is what this wise, old man thinks and hopes.

Mike Buchanan is founder of PositivelyLeading.co.uk and the former executive director at HMS

Mike Buchanan
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