A new associate, often in his twenties, is assigned diverse assignments that toss him from one industry to another. For the new associate to survive at a consulting firm therefore requires constant learning, abstract reasoning, and ability to rapidly process novel information. This intense working environment coupled with the constant travelling involved appeals more to the youthful than the older workers. On the other hand, as a consulting associate grows older there is less motivation in encountering novel challenges and moving from analyzing a diverse range of industries. This could probably be the reason why older associates prefer moving away from consulting because neither the task at hand nor the motivations are suited for them. Growth: this theme emphasizes a positive trajectory with age (Kanfer & Ackerman 443). A good example here is the management restructuring that venture capital investors pegged on their decision to invest in Google at startup. Inasmuch as the Google startup duo was at the peak of their fluid intellectual abilities they lacked the broad experiential knowledge required to run a business successfully. Managing is different from leadership because it requires a broader conceptualization of knowledge, emotional maturity and other soft skills. Management requires decision making which is best executed by those who have experienced or have learnt about a range of options and can therefore draw from these the best alternative. A good analogy here would be comparing
it to a predator’s capability to catch a prey as it grows older.