The Silver Lining: How Japan is Redefining Leadership in an Ageing World

Age discrimination is more common than you might think. According to Page Executive’s latest Talent Trends Leadership Report, an eye-opening 45% of senior leaders have faced age bias. However, Japan is shifting this narrative by valuing aging executives as vital contributors. 

By Imad Junaid, Partner Japan

Despite this widespread issue, older executives have so much to offer. Their experience, wisdom and resilience can transform organisations in ways that eager younger talent can’t always match.

This should be stating the obvious—but it isn’t. When I started recruiting in Tokyo in 2015, I quickly encountered an unspoken rule at nearly every client meeting: "We need someone between 35 and 45." This invisible ceiling, based on birth certificates rather than skill sets, was the standard few dared challenge.  

Jump to 2024, and the conversation is starting to shift — along with workforce demographics. In 2021, 30.9% of Japan's workforce was 55 or older, while only 8.4% were between 15 and 24. While Japan might be leading this trend, it's happening worldwide, if less dramatically. In the United States, for example, the share of workers 55 and older rose from 13.6% in 2001 to 23.4% in 2021.

These demographic trends come with cultural changes, too. The traditional, straight-and-narrow Japanese career path — joining a company like Panasonic or Sony out of university and staying until retirement — is no longer taken for granted. Professionals with 25 or 30 years of experience are leaving these long-term roles equipped with rich experience, international exposure and English fluency. Despite this, when they hit 55, many find it difficult to land new roles that fully tap into their talents.

Imagine the potential organisations are leaving on the table by clinging to outdated age biases—not just in Japan but all around the world. Seasoned executives aren’t a consolation prize or a fallback option to plug talent shortages. They’re a strategic asset that will enrich your leadership team and drive success. Let’s explore why.  

Conscious Leadership: Why Experience Matters 

Older executives bring a wealth of experience, resilience and wisdom to organisations that are smart enough to hire them. They've weathered economic storms, adapted to technological revolutions and (hopefully) honed their emotional intelligence through decades of human interactions. They've faced numerous ethical dilemmas, learning to navigate complex situations with integrity. These are precisely the qualities that define conscious leadership — leading with awareness, authenticity and a strong ethical compass.

Also, consider the international perspective these executives possess. Many have lived and worked in multiple countries, adapting to different cultures and business practices. This global exposure is particularly relevant to Japan, where more and more multinationals are setting up shop. These firms need bilingual talent, creating intense competition for a limited pool of candidates. This shift has opened up new opportunities for seasoned professionals who might have been overlooked before.

Take, for example, a candidate I recently worked with. At 58, he's heading up eight companies across the U.S., Norway and Singapore for a Japanese family business. His journey began when a Japanese company sent him to Denmark and the U.S. for several years. He absorbed best practices from Scandinavian and American work cultures and brought them back to Japan. This cross-cultural experience made him an ideal candidate for his current role, where he's now driving significant transformation.

Connecting With an Ageing Market: the Customer Perspective 

Here's something we often overlook when discussing workforce age: our customers are getting older, too. In Japan, people 65 and over now make up 29.1% of the population, comfortably ahead of Italy (24.5%) and Finland (23.6%). Meanwhile, a Deloitte report found that Baby Boomers control 70% of all disposable income in the United States.

Why does this matter? Because conscious leadership is all about empathy, and older executives have a unique advantage in understanding the needs and preferences of older consumers. For instance, an experienced executive might intuitively grasp the importance of user-friendly design in technology products for older users or recognise the nuanced messaging that resonates with this age group in financial services. By bridging the gap between company and customer, these leaders help businesses serve all customer groups more effectively, driving growth and customer satisfaction. 

The Tangible Benefits of Age-Inclusive Teams 

But what about the bottom line? That's covered, too. An OECD report showed that a firm with a 10% higher share of workers aged 50 and over is 1.1% more productive. This boost comes from:  

• Higher Individual Productivity: Older workers are more productive on average.
• Enhanced Collaboration: Teams of mixed ages share knowledge and experience, which enhances overall performance.

Despite these clear benefits, many organisations remain hesitant to tap into this valuable resource. A 2020 AARP global employer survey cited in an article by Bain & Company found that fewer than 4% of companies were actively committed to programmes for older workers, with only 27% saying they were "very likely" to explore this path in the future. This gap between the value older workers can provide and current hiring practices is a golden opportunity for companies willing to think differently about age and talent. 

Overcoming Age Bias: Educating Clients and Candidates 

Another significant hurdle to multigenerational leadership is the persistent age bias revealed by our Talent Trends survey. As recruiters, we have a crucial role in challenging these (often unconscious) biases and educating our clients about the value of age diversity.

When I talk with clients, I don’t push an agenda. I simply present the facts: "Here’s the market in Japan—there are X number of CFOs in your industry. This is their average age, these are their salaries and this is the talent landscape". Laying it out like this helps clients understand the reality of the talent pool.

I often share my insights from nine years in the field. If a client is seeking a young, up-and-coming "unicorn", I’ll explain the retention challenges that come with those candidates. They tend to have plenty of opportunities and may jump ship when the next exciting offer comes along. On the other hand, professionals with 25-30 years of experience offer stability, deep expertise and strong industry connections. They’re often more dedicated, ready to prove themselves and focused on making a lasting impact.

It's about helping clients see the bigger picture. Take a CFO role, for example. The priority doesn’t have to be culture fit in the traditional sense — it’s about performance, managing financials and steering clear of costly mistakes. For sales roles, a seasoned executive’s network and ability to attract new clients can be invaluable. Their deep industry knowledge means they can handle complex business relationships effortlessly.

One approach that works well is presenting clients with a diverse candidate pool, including both younger and more experienced professionals. I encourage them to meet everyone and see for themselves. More often than not, after those meetings, 60-70% of clients end up choosing the seasoned executive.

It’s just as important to support older candidates. Many highly qualified professionals hesitate to apply for roles, assuming they’re "too old". We need to highlight their strengths and help them position their experience as a significant asset — whether it’s their ability to handle high-stress situations, their extensive networks or their knack for mentoring younger teams.

In the end, it’s about creating a win-win situation. By educating both clients and candidates on the benefits of age diversity, we help companies tap into a wealth of talent while giving experienced professionals the chance to keep contributing their skills. 

Age Is Just a Number: Meet the 65-Year-Old Hotel Manager from Hawaii 

My recent placement for a hospitality industry client is an excellent example of the untapped potential in older executives. The client, a large family-owned Cambodian business with properties across Asia, was struggling to find a General Manager for their commercial property in Hokkaido, Japan.

Initially, they were looking for a younger candidate, but the talent pool was tight. Many top hospitality professionals were already locked into roles with major chains like Hilton or Hyatt, and recruiting them would have required a hefty salary bump.

I suggested expanding the search criteria and introduced them to a 65-year-old candidate from Hawaii. He had an impressive background—having worked as a GM in nine countries, managing five-star hotels in places like Las Vegas and Bali. He was also half-Japanese and eager to reconnect with his roots.

At first, the client hesitated because of his age. But after meeting him, they were impressed by his extensive experience, his understanding of their specific challenges and his clear vision for improving the property.

The result? They offered him a two-year contract with defined deliverables and KPIs, along with the option to renew based on performance. This setup allowed the company to tap into his expertise while also giving them time for succession planning.

The impact has been immediate. The new GM has made significant changes, hiring key staff and using his deep industry network to elevate the property. His experience has brought a level of professionalism and strategic thinking that has transformed the entire operation. 

Global Insights: How Japan and Germany Approach Older Executives 

While Japan’s path toward embracing older executives is distinct, comparing it to other markets, such as Germany, offers valuable perspective. After all, both countries face similar challenges — ageing populations, talent shortages and a demand for bilingual professionals in multinational companies.

In Germany, the attitude toward older workers is notably different. There’s less emphasis on age and more focus on qualifications and expertise. It’s not unusual to see executives in their late 50s or 60s holding high-level roles. Age in Germany is often viewed as a marker of wisdom and experience, not a drawback.

Education plays a significant role in this mindset. In Germany, holding a PhD or specialised qualifications is highly valued, regardless of age. This contrasts with Japan’s traditional focus on company loyalty and internal career progression.

Another critical difference is language. While English proficiency is important in both countries, Germany tends to be more flexible with non-native speakers in leadership positions as long as they have the right skills and experience. This openness allows Germany to tap into a broader talent pool across the European Union.

Japan could benefit from adopting some of these practices—especially when valuing specialised expertise and embracing diverse backgrounds. At the same time, Japan’s growing acceptance of older executives could serve as a model for other Asian nations facing similar demographic challenges. 

Succession Planning: It Starts From Day One

Hiring seasoned executives brings more than experience—it’s a smart move for succession planning. Rather than blocking fresh talent, seasoned leaders can strengthen an organisation’s long-term strategy.

Whenever I place an older executive, I make it a point to discuss succession planning with the client right from the start. This approach offers several benefits:

• Knowledge transfer: Experienced leaders can mentor younger employees, sharing critical skills and insights.
• Cultural bridge: Seasoned executives often serve as a link between traditional corporate practices and modern approaches.
• Stability with flexibility: Short-term contracts (2–3 years) for older leaders provide the company with stability while allowing for future transitions.

Take our 65 year-old hotel manager, for instance. His two-year contract allows the company to leverage his expertise while planning for the future. He’s already hiring and training staff, essentially grooming his potential successors. 

Unlock the Power of Multigenerational Leadership with Page Executive 

We've seen how embracing age diversity can transform a company’s leadership. From the 65-year-old hotel manager revitalising a property in Hokkaido to the 58-year-old executive expertly steering businesses across three continents — these aren’t just isolated success stories. They’re a glimpse into the future of leadership.

At Page Executive, we’re not just passive observers of this shift — we’re celebrating and driving it. Through candid, insightful discussions with our clients, we challenge outdated perceptions about age and present clear, compelling evidence of how seasoned executives can fuel business success.

When considering your leadership needs, ask yourself: Are you tapping into the full range of talent available? Are you ready to embrace the strategic vision and steady hand that experienced leaders can bring to the table?

Don't let age bias hold your company back. Get in touch with Page Executive or connect with me on LinkedIn today. Let’s work together to build a leadership dream team that spans generations.

>> Discover more Conscious Leadership articles