Mark Lamberti’s Insights into Postretirement CEO Identities

However, for the majority of CEOs trying to craft a life beyond the boardroom, Mark Lamberti says the biggest stumbling block turned out to be a form of postponement. Rather than looking forward, they were still trying to finish up old business.“They were doing the last deal. They were trying to get their company into good shape before they left. They were trying to make sure that they had successors in place, and they were so obsessed with finishing off on a high note that none of them had really applied their minds to life after being a CEO,” Lamberti reveals. “The consequence of that was that there were serious separation issues for many of them … stresses, self-doubt, uncertainty.”“[The] public recognition that accompanies a position at the top of an organization becomes the most meaningful dimension of their lives,” wrote Dutch management scholar and psychoanalyst, consultant, and professor Manfred F.R. Kets de Vries for an article in the Harvard Business Review. “Their life anchors are their identification with an institution of great power; influence over individuals, policies, finances, and the community; and constant affirmation of their importance as individuals and of their role as leaders.”For many of the people Lamberti interviewed over the course of his research, one effect of retirement was akin to suddenly coming out of a long dark tunnel into an epiphany of daylight. “They would suddenly have these blinding insights into who they were and who the people around them were, because quite frankly, for many of them, that was the first time they’d been able to pause and think about themselves beyond their career” he notes.

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