Managing People Experiencing a Mid-Career Slump

Trevor used to be the kind of guy who said "yes!" to every new project, who dug deep with his research, and delivered confident, concise reports. He was an energetic part of the team, and people came to rely on him and his experience.

Now, Trevor's silent in meetings, he's reluctant to take on new work, and he can be hard to track down when you need him. He's absent mentally, too, and it's not just a phase. He's simply not the happy, constructive and productive co-worker he used to be.

So what's changed?

Your team member has "lost his mojo" and you'll need to find out why, for both your sakes. But the good news is that Trevor has a fair chance of recovering ground, and even reaching new heights – if you can support him and show him the way.

Just as college students might experience the "sophomore slump" after their freshman burst of energy, many professionals can fall into a slump during their careers. This can take them and their managers by surprise, as it comes after years of high performance.

In this article, we'll look at how a "mid-career slump" develops and what the symptoms look like, so you can spot them early. Then we'll introduce some simple approaches to help you tackle, and guard against, the causes.

What Causes a Mid-Career Slump?

It's perfectly normal to start a new job full of drive and enthusiasm but to be unable to sustain the pace. When we begin, we're willing to "go the extra mile," and we want to learn and experience as much as we can. So it's no wonder that, after several years of operating at top speed, we get tired, bored or even cynical.

Perhaps our excitement wanes and we stop wanting to develop as we slide into doing just the minimum to get by. This is especially true if we're juggling new responsibilities outside of work, like childcare or elder care.

By the time we reach the middle of our career, we're in the danger zone for burnout and might want to make changes to protect ourselves. If we've been successful, the increased expectations could be weighing heavily on us, too.

Meanwhile, our workplace is more competitive and less supportive, as our co-workers jockey with one another for promotions and the top assignments. But we've "been there, seen it, done it" already.

If our role is monotonous or goes unrecognized, we'll be looking for something different in life to stimulate and satisfy us. We need a change, but it can be hard to know exactly how to achieve it, so we sink into a slump.

Signs of a Slump

Different people will experience and express a mid-career slump differently, just as they will in other stages of life. But there are some classic symptoms to look for.

The clearest telltale sign is a lack of enthusiasm, particularly in someone who was once thrilled to come to work. If they're now sighing and clock-watching, and finding it hard to drag themselves into work on time, something is amiss.

When someone no longer volunteers for extra meetings and events, and has stopped suggesting creative approaches to problems, you have another clue. And you might notice them becoming sullen or withdrawn in place of their previously chipper, sociable self. Worst of all, if they're not meeting deadlines, and the quality of their work is sliding, you've got a problem.

Solutions for a Slump

As with all problems, the sooner you face them, the more chance you have of finding a solution. So, don't ignore the signs, or just hope that your team member will "snap out of it." Instead, take steps promptly to investigate and address their behavior.

Find Out What's Wrong

Talk to the person concerned and explain privately and carefully what you've observed, and, in a supportive way, say that you are concerned about both them and their performance. Be clear and specific: vague feedback is too easy to refute and won't help you to solve the problem. But avoid simply delivering blame. Remember that you're trying to understand what's going on and why, so that you can deal with the issues appropriately.

They might be surprised, horrified, angry, or relieved to have this conversation. But if they feel that they're in a safe space, and can acknowledge the slump, they'll have taken the first step on the road to recovery. Now it's time for you to probe a little, to figure out what's behind this decline.

But be careful. You might already be racing ahead in your own mind, and are at risk of jumping to the wrong conclusions. You could lead the person easily, if inadvertently, toward confirming your thoughts. Instead, use "clean language" in your questions.

For example, avoid asking questions like:

• Is the slump about home or work? (Thinking, does the person need a different balance, are they unwell?)
• What about other people? (Thinking, are they lonely, or being bullied or distracted?)
• And how do you find your responsibilities? (Thinking, are they too challenging, or not challenging enough, or are there just too many?)

Instead, try questions that include the person's own words, and which encourage them to answer honestly, and perhaps surprisingly:

• You mentioned you were feeling "wrung out." Can you describe that feeling in more detail?
• What else can you tell me about being "left out"?
• And what happens next?

Whatever the problem, show empathy and use active listening techniques, to build understanding and trust between you. This way, your team member will more likely be open and honest with you, and it'll be easier to collaborate in moving forward.

Coaching and Motivation

A slump is a serious matter that might have developed over some considerable time, so it's unlikely to be quick or easy to fix it. But it's not all down to you! Some issues will be out of your control anyway, especially if they don't start in the workplace. Others will demand creativity and determination from your team member.

However, you can play a crucial role by encouraging and supporting them. The key is not to micromanage, but to coach them and understand what motivates them.

You can also make change possible through the way you manage your team, especially if other people's roles, competence or behavior are part of the problem. Be sure not to deal with this slump in isolation but, instead, follow up on any wider issues you uncover, too.

The individual might benefit from talking with someone else too – a mentor, or even a counselor or physician, perhaps from your company's employee assistance service.

With a network of support and resources in place, they can begin to tackle their stress, clarify their vision, understand their strengths and weaknesses, create some goals, and develop new approaches.

Look for Meaning and Purpose

You might need to help your team member to find meaning in their role. They may have no idea where they fit in the purpose of the wider organization. They may believe that their contribution is unimportant and that no one would notice if they left today!

So go back to basics, and explore why their job exists. Who and what relies on him doing a good job?

Consider Career Options

It could be appropriate to change the person's role, a little or a lot. For example, a project that stretches their thinking and skills, or secondment to a different team or location, could be just the stimulus they need. And formal training might well spark renewed energy and interest, while bringing benefits to the wider team, too.

If your team member has really outgrown their role, would a promotion be possible? (Be sure it's a "real" job with value to the team, not a token gesture.) You could also investigate opportunities outside your department that they could work toward – this would be preferable to losing their talents entirely from your organization.

But if you're concerned that the problem is a negative and blocking attitude, be careful not to reward it. Look instead at whether a performance agreement might help to build a sense of accountability.

Give Feedback

The purpose of all this effort and activity is for your team member's performance to rise, so be sure to set them goals and monitor their progress. Then you'll be able to spot what's going well, and what's still a struggle, and give them useful feedback.

If you see old problems continuing, or new issues arising, you can reassess the situation and act accordingly. Meanwhile, giving the right reward for an achievement can work wonders for a person's motivation, inspiring them to do even better next time.