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In his intriguing book Encore, Marc Friedman paints a vivid picture of the working life that could replace retirement for millions of Baby Boomers. With help from enlightened public policy, he suggests, Boomers could function as the backbone of education, nonprofit and other sectors essential to national well-being.

Friedman says that there is a growing wave of retirees who are living out a compelling vision of work in the second half of life. In their encore careers, these individuals find themselves “at the intersection of continued income, new meaning, and significant contribution to the greater good.”

Among other benefits, new work options after the traditional retirement age “could provide a second chance at upward mobility for individuals from the less affluent end of the socioeconomic spectrum,” Friedman says.

I agree with Friedman that changes in tax, Social Security, labor and other laws could ease the way toward a future in which Americans will have rewarding work options into and well beyond our 70s. But there are plenty of indicators that, even without these policy changes, the career picture is increasingly bright for older Americans:

• Lifelong learning is opening new doors. Around the world, universities are recruiting older students, and in the U.S. adults over 55 are going back to school in growing numbers. A study on lifelong learning by the American Council on Education says that adults aged 50 and older already represent 3.8% of students enrolled in for-credit courses at colleges and universities (PDF). And a growing number of organizations are creating mentor and other programs aimed at retooling retirees for rewarding new jobs.
• Jobs will be there. With unemployment still close to 10% it may be hard to believe, but we’re heading toward another labor shortage. Encore.org has posted a study predicting that by 2018 there will be more jobs than people to take them (PDF). For many sectors, the next generation of workers just won’t be able to fill the holes in the labor force. Employers will have an incentive to recruit older workers by offering new kinds of training and schedule flexibility. Flextime and part-time schedules, job-sharing, and continued expansion of outsourcing will translate into new job opportunities for seniors.
• It gets easier to follow your passion. We continue to evolve as we mature, and after 50 we may find it easier to create the career we really want. Psychologist Carl Jung coined the term “individuation” to describe the process by which you integrate all aspects of your personality to become a fuller, richer person later in life. He said that in youth we develop a social façade that helps us to get along well at school and work, but it can limit us as we continue to develop. In mid-life we may abandon some of the restrictions of our socialized persona, and find ways to pursue the things that really matter. Our new sense of self can help us see an entirely different set of career options.
• Many examples illustrate the trend. Financial journalist Kerry Hannon writes about Americans between the ages of 44 and 70 who have launched “second act” careers. She has interviewed dozens of the estimated 8.4 million Americans who have moved from the traditional job track to an entirely new career that combines income with personal meaning and social impact. In her book “What's Next” Hannon offers fascinating portraits of 16 people who have changed career paths later in life.

Number 137

Table manners can be a factor when you or your colleagues are trying to make a positive impression. More than that, dining out, whether as a host or a guest, is a social art form, and one that can support or undercut your path to professional success.

If you work in an environment where occasional meals are part of the culture, you might want to consider the roles of guests and hosts. Business may flow more smoothly if everybody on the team has an idea of the behavior expected when you are dining out.

Most people understand that the job of a dinner host includes providing the food and beverages, and taking steps to ensure that every guest is comfortable and has a good time. Even when there is a business component to the meal, the host is expected to maximize the guests’ enjoyment.

But not everyone realizes that dinner guests share in the responsibility of creating a successful evening. Here are do’s and don’ts for guests:

• Join in the talk. The best dinner parties include lively conversation, with everyone participating. As a guest, one of your primary tasks is to assist in fostering discussion that everybody can enjoy. Even if you are an introvert or new to the group, you can help keep the conversation flowing by directing polite questions to the quieter guests.
• But don’t talk too much. What if you truly are the wittiest, highest ranking or most interesting person at the table? If that is the case, it is still boorish to hog the conversation. Use your talents to draw other people into the discussion. And don’t speak or laugh significantly more loudly than others in the room.
• Express appreciation. During the dinner, it is appropriate – and kind – to let your host and others know that you are enjoying the event. If the dinner is in the host’s home, you may wish to bring a small, token gift, like a bottle of wine (that the host may choose to drink later). You certainly should thank your hosts as you are leaving. And, if you want to be classy, reach out within the next day or two with a thank-you call, email or note, depending on the formality of the occasion.
• Put your cell phone away. It has become common to have your cell phone or Blackberry within reach in restaurants, particularly if you need to be reachable by a babysitter or guests who have not yet arrived. But if you must talk on the phone during the meal, you should excuse yourself and leave the table. And it is always rude to place your phone on the dining table in the host’s home.
• Eat to the left and drink to the right. Don’t get hung up on questions about which fork to use. The whole point of standardized silverware rules is to make guests comfortable as they select the implement for each course. But often the pattern is varied, perhaps to create a more attractive table. And nobody is likely to care if you pick up the “wrong” fork. On the other hand, you can avoid disrupting the table if you know which wine glass and bread plate belongs to you. The general rule is that all glasses are placed on the right side of the main dinner plate (“drink to the right”), and other dishes are on the left (“eat to the left”). In case of doubt, copy your host, or simply ask.
• Be on your best behavior. If you accept another person’s hospitality, you are entering into an unwritten social contract requiring you to act with grace and responsibility. You are not doing your part if you drink excessively, become crude or aggressive, or fall asleep or otherwise withdraw from conversation.
• Mind your manners. Standards of etiquette can help you avoid behavior that other people might find to be rude or disgusting. In U.S. business circles, these rules are widely accepted:
  • Don’t change place cards or object when your host indicates where you should sit.
  • Always chew with your mouth closed.
  • Do not speak when you have food in your mouth.
  • Eat quietly, taking small manageable bites.
  • Don’t slurp or blow on your food to cool it – just wait until it is not so hot.
  • Never blow your nose on your napkin.
  • Never pick your teeth at the table.

Number 134

For coaches it can be easy to spot clients who could achieve more if they would work a bit less. But clients may resist the suggestion that grinding away at an unrelenting pace actually undercuts their ability to perform as highly effective professionals.

Our culture tends to value long hours at the office, so much so that most Americans don’t take all their accrued vacation days and potential lunch hours. Even thinking about slowing the pace or restructuring their schedules makes some professionals feel more anxious and guilty.

Are you tempted by the suggestion that more time off could translate to a higher rate of success? But do you feel reluctant to test the principle because it sounds too good to be true? Well, don’t just take my word for it – read some of the vast research suggesting that the most productive pace includes brief periods of intense concentration, separated by frequent periods of relaxation.

You might start your reading with The Breakout Principle, Dr. Herbert Benson’s 2003 book describing how periods of renewal can trigger your body’s natural mechanism to maximize health, mental ability and physical performance. Benson says that a mind/body “breakout” can occur when you employ any number of strategies “to sever completely your previous train of thoughts and emotions.”

For example, in the course of a normal workday, you can trigger a revitalizing “breakout” by taking time for meditation or prayer, art or music, physical activity, or even moments with nature or a pet. When a breakout allows you to entirely shift your focus, you can enhance your mental processes, reduce stress, and jump-start creativity and performance.

A more recent and comprehensive book is The Way We’re Working Isn’t Working, by Tony Schwartz, Jean Gomes and Catherine McCarthy. The authors muster substantial research suggesting that long continuous hours of work tend not to lead to superior achievement.

The authors say that highly effective performers tend to move between periods of intense activity and renewal. On the other hand, those who try to engage in unrelenting activity tend to lose their capacity to focus, reflect and innovate. And the “relentless urgency that characterizes most corporate cultures undermines creativity, quality, engagement, thoughtful deliberation, and, ultimately performance.”

Are you now convinced that occasionally pausing might be a good strategy, but you don’t know how to start? A helpful approach is to explore a wide range of options, from mini breaks to substantial vacations:

• Honor the 90-minute rule. There is evidence that 90 minutes is about as long as most of us can maintain intense concentration. When we keep plugging away, our performance tends to degrade after the first hour and a half. If you have an important project, schedule a 90-minute block when you can focus deeply, with as little interruption as possible. After that, take a quick walk before you return to the task or think about shifting gears.
• Breathe. Throughout the day, indulge in tiny breaks by taking a few deep breaths. Make the experience even more relaxing by repeating a simple but meaningful phrase in your head, in rhythm to your breathing. For example, if you’re anxious about an event or project, say to yourself, “calm and confident.”
• Work out. Exercise is a terrific way to stimulate a “breakout,” followed by a higher level of performance. If you cannot get to the gym, create the habit of frequent short walks.
• Take a lunch break. Research shows that people who put their tasks aside and take off 30 minutes for lunch get more done than similar colleagues who remain stuck at their desks.
• Plan holidays. Even if you don’t have the time or money to take your dream vacation, you are more likely to be successful at work if you adopt the practice of taking regular holidays. This could mean scheduling some long weekends or other scattered days off. Or it could simply involve changing your normal weekend routine to include activities you find relaxing, like getting a massage or meeting friends for a special dinner.

Number 136

Are you feeling so overwhelmed by the crush of day-to-day tasks and obligations that you don’t want to think about trying anything new? Does the idea of “innovation” seem like a luxury available only to other people, to professionals who have more support or are less under the gun?

If innovation seems beyond your reach, think again. By remaining open to innovation, you can bring new energy and productivity to your career, no matter how your job is defined.

An “innovation” is new product, thought or process that allows us to squeeze more value from the same old situation. The new science of “creativity” examines the innovative process and tries to explain how innovation can be nurtured.

One scientist, Keith Sawyer, author of “Group Genius: The Creative Power of Collaboration,” has crystallized an increasingly popular view. He says that innovation is what drives today’s economy, and collaboration is what generates innovation.

According to Sawyer, “collaboration drives creativity because innovation always emerges from a series of sparks – never a single flash of insight.” In a successful work team, members play off one another, with each person’s contributions providing the spark for the next.

Companies like 3M believe that a key to encouraging innovation is to convene collaborators and support their efforts. As diverse experts begin to work well together, innovation emerges, sometimes in unexpected ways. Sawyer describes a classic example, where a 3M researcher created a new adhesive that failed as a bonding agent for tape. But one of his colleagues noticed how well the adhesive worked on bookmarks, and Post-It© Notes were born.

Even if you don’t work within a supportive collaborative environment, there is much that you can do to become more open to innovation. Consider these strategies:

• Be positive. When you are in a negative state, the voice inside your head may say "no" to every new idea, even the good ones. Notice your own reactions, and watch for knee-jerk thoughts like, "this won't work" or "it's hopeless." Choose to re-program your defeatist self-talk with phrases like, "I'm open and willing to try!"
• Take breaks. When you work at the same tasks hour after hour, day after day, the creative parts of your brain may start to shut down. To be at your creative best, leave your desk every 90 minutes or so, take lunch breaks, and schedule regular vacations. Research shows that you'll be more productive - not less - if you allow time for renewal.
• Learn something new. If you're in a slump or feeling bored, study a new field or develop another expertise. The topic need not be related to your job. When you are in learning state, you'll bring new thinking and fresh approaches to your work.
• Vary your routines. When you follow the same patterns every day, you may grow less aware of what is happening around you. Something as simple as a new route to work can make you more alert, and open to different ways of thinking.
• Ask for help. When you feel stuck, ask other people for suggestions. It can be particularly useful to brainstorm with people from different backgrounds or disciplines. The key, however, is to keep an open mind and actually listen to what they have to say.
• Draw a picture. If you organize your plans with a linear outline, you'll be using the more analytical, left side of your brain. You will more fully engage the creative right side of your brain, as well, if you try something more graphic. Illustrate your challenge or project with diagrams, using color and icons. Explore free "mind-mapping" software from sources like Wikipedia.
• Focus on your strengths. Identify the skills and approaches that work best for you, and look for additional ways that you might put them to work.
• Focus on your stakeholders. Remind yourself about your mission and the people who have a stake in the success of your work. Focus on their needs and interests, and ask whether you might serve them in new ways. As you redefine their problems, at least in your own mind, you may spot solutions with broader applications.

American business etiquette requires that you show up for appointments and meetings at the scheduled time. In some organizations the rule is tougher, and to be considered on time you must actually arrive a little early.

But that standard isn’t universal. U.S. workplace practices vary widely, and in some international cultures there is even more tolerance for lateness.

Flexible attitudes about punctuality can work well when people who work or live together know what to expect. For example, there is no problem when everyone in the group understands that the “2 o'clock meeting” really starts at 2:30.

But hurt feelings and conflicts arise when there is no shared view about the value of timeliness. When your approach to promptness differs from those around you, the result can be widespread daily annoyances. In extreme cases, people may be fired, or relationships destroyed.

If you’re trying to ease tension in your life, clarify how you feel about punctuality and explore whether your views and practices are aligned with those in your environment. As you ask whether timeliness issues are causing problems, consider these strategies:

• Know the rules. The organizations you deal with may have explicit policies about punctuality. But sometimes the general practice is nothing like the policy manual. When you start interacting with a new group, inquire about preferences for meeting start times.
• Bank goodwill. Even if you find it tough to get there on time, make your best effort to do it as often as possible. If you can establish a reputation for being punctual, people are more likely to be tolerant when you really can’t help being late.
• Know what you're saying. When you're late, other people may take offense, believing your lateness expresses low regard for them. On the other hand, if you’re obsessively on time in a culture that is more relaxed, you might come across as intolerant. Try to notice what your approach to punctuality is communicating to those around you. And moderate the messages sent by your behavior; be prepared to sincerely apologize for any inconvenience you cause.
• Lighten up. If being kept waiting always upsets you, you may be indulging in unnecessary pain. The first step in letting go of your negative emotions is to acknowledge that when others are late it's probably not about you -- it's a reflection of what's going on in their lives. For example, the late arrivers could be struggling with traffic. Instead of fuming, use the waiting time productively, or spend it on something you enjoy, like reading or enjoying a quiet moment for reflection. And when you’re the one who is stuck in traffic, take some deep breaths — giving in to anxiety won’t get you there any faster.
• Respect your team. If you’re a leader, you have a special obligation to stay on time. If you’re never prompt, it will undercut the efficiency of the whole group. And if you are on time for your superiors, but not for the people who report to you, you may foster a culture where it is considered OK to treat staff with a lack of respect.
• Negotiate new rules. If you and a friend or colleague have different views about the importance of being punctual, it might be useful to talk. Whether you tend to be tardy, or you're the one who's kept waiting, you can smooth a relationship by forging new, shared rules about punctuality. Openly discuss questions like these:
  • Are meeting times a bit flexible, reflecting travel and other uncertainties? For example, is it always OK to arrive 15 minutes late for lunch with a friend? Does the person who travels the furthest get more flexibility?
  • Is it sometimes OK to be really late, like when your buddy is waiting for you in a bar downstairs but there's a crisis at work?
  • When is lateness just plain wrong, like when your new boss is introducing you and your spouse to his biggest client?
  • When is it better to be a little late, like at a dinner party in somebone's home?
  • What is the best way to take the sting out of lateness, like giving early notice, or doing better the next time?