If You Are Retired, Follow The Handbook
For much of our life, school systems and workplaces teach us the next steps. We learn in elementary school the skills needed in middle school to prepare us for high school. But we don't wait until we are seniors in high school to prepare for college. College preparation starts earlier so we are ready for applying to colleges. Similarly, we don't wait until we are seniors in college to decide a direction for a career. That starts earlier with declaring a major and securing a few internships.
Once we begin our careers, we learn the skills needed to advance through experience, mentors, and observation. Employee handbooks outline the policies and procedures to make sure we follow the norms. But when our careers come to an end, where do we learn how to be retired? Where do we find the handbook to guide us in this next phase of life?
We are living in uncharted territory—life expectancy has increased, along with changing expectations of aging. While these changes present challenges, it also offers opportunities. Richard Leider, author of 'The Power of Purpose' was involved in a 2009 survey by the MetLife Mature Market Institute, titled 'Discovering What Matters: Balancing Money, Medicine and Meaning.' The study revealed that as people reach retirement age, 'meaning trumps money in defining the good life.' Leider concluded, 'The good life consists of health, finances, and doing what's important. But it is not always easy to figure out what's important.
One of my previous Forbes.com articles outlined how to continue to learn and grow. It described learning opportunities such as workshops, classes, online learning, and lessons. These are just a sampling of how we can stay active, engaged, and relevant.
While there's no official roadmap, 'user's manual,' or handbook for retirement, the most common practice is to work with a financial advisor to develop a financial plan to ensure you have the funds to support your lifestyle including the costs of health and insurance. But once you have the financial part figured out, it is the nonfinancial aspects of retirement that are of concern:
How will I spend my time?
What is my purpose?
How will I interact with others?
What is my reason for getting up in the morning?
Create A Vision For Your Retirement
Companies create vision statements for where they want the company to go. It is futuristic and should be inspirational. The same is true for your vision for your retirement. Creating a vision depends on your situation such as marriage, children, grandchildren. If you are in a relationship, the vision should be created by the two of you to make sure you are on the same page.
When I was younger, I didn't understand when people would get divorced because 'they grew apart.' But I understand how that happens if people are growing in different directions or are not communicating about what matters most to them. It often helps to have a coach, someone who can facilitate conversations around how both of you envision living the next decades of your lives together. What does it look like? How much time do you want to travel? Do you want to invest in a second home? Do your children and grandchildren live close or far away?
Seek Out Role Models
We can learn from watching how others are living out their lives. Look for role models who are living in ways that look attractive to you. Ask yourself, 'What is it about their lives that inspire and interest me?' You may or may not know these people, but we can learn a lot from observing others.
Conclusion
A handbook or manual for retirement is a mix of financial preparation, personal reflection, and exploration. Retirement is often a time where we have more freedom and flexibility. You feel more secure if you plan ahead, but life can throw us some curve balls. So we need to also be flexible as life unfolds. A successful retirement is not about having a lot of money or being smart. It is about making intentional choices about how you allocate your resources of time, energy, money, and attention.
It is exciting creating your own handbook for how you want to live the rest of your life. How can the rest of life be the best of life for you? What does that look like for you? Who might help you achieve this vision? There is no better time to start than now.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
4 days ago
- Yahoo
Steve Noriega Joins Exclusive Forbes Business Council
WILMINGTON, NC / / June 2, 2025 / Steve Noriega, Founder and CEO of Epic Brand, has officially joined the Forbes Business Council, an exclusive, invitation-only community for top entrepreneurs and business executives. The recognition highlights Noriega's outstanding accomplishments and positions him among the world's most influential business leaders. Photo Courtesy: Steve Noriega Noriega's acceptance into this prestigious organization comes as a result of his proven business acumen, leadership in the branding and marketing industry, and his commitment to making a meaningful impact. Membership is granted only to individuals who have demonstrated exceptional success in their respective fields, making Noriega's selection a significant honor. The Forbes Business Council provides members with invaluable opportunities for growth, networking, and knowledge sharing. As a member, Noriega will have access to a vast network of entrepreneurs and thought leaders, creating a platform to foster collaboration and innovative ideas. He will also be able to contribute articles with original insights on and participate in Expert Panels, where he will share his expertise alongside other industry leaders. The Council's mission is to offer entrepreneurs an exclusive space where they can exchange knowledge, strategies, and solutions that will help them grow both personally and professionally. "I'm thrilled to be a part of such an esteemed community of business leaders," said Noriega. "Joining the Forbes Business Council is not only a personal honor but an opportunity to connect with like-minded professionals who share a passion for innovation and leadership. It's a platform that will allow me to learn, contribute, and continue to grow as both a leader and an entrepreneur." The benefits of being a member of the Forbes Business Council extend beyond networking opportunities. Members receive access to cutting-edge industry insights, specialized marketing and branding resources, and concierge services. One of the key advantages is the EXEC program, which offers exclusive luxury business, travel, and lifestyle benefits. For Noriega, these resources will play a crucial role in his continued efforts to expand Epic Brand and make a lasting impact in the industry. Noriega's acceptance into the Forbes Business Council builds on his already impressive career achievements. In 2024, he was named to Top 100 Magazine's Top 40 Under 40, recognizing his innovation and leadership within the branding and marketing space. His entrepreneurial journey with Epic Brand has been marked by both commercial success and a strong commitment to giving back to the community. Through the company's philanthropic initiatives, Noriega ensures that a portion of the company's profits go toward charitable causes, further demonstrating his belief that business should be a force for good. Under Noriega's leadership, Epic Brand has established itself as a premier branding and marketing agency. The company specializes in creating purpose-driven, digitally native brands that resonate with today's values-driven consumers. Epic Brand's focus on ethical practices and community engagement sets it apart in an increasingly competitive industry. Noriega has made it clear that his goals for Epic Brand go beyond financial success; he is committed to using his platform to make a tangible difference in the world. In the coming years, Noriega plans to expand the company's charitable efforts, further solidifying his commitment to his faith-based philanthropy while continuing to drive business growth. The Forbes Business Council is a global collective of exceptional business owners and leaders, brought together by their shared commitment to excellence. The council offers its members access to valuable resources, connections, and opportunities that are designed to help them grow their businesses and expand their professional influence. Noriega's addition to this community is a testament to the strides he has made as an entrepreneur and the positive impact he has had on the branding and marketing industry. His work with Epic Brand continues to inspire others in the business world, and his membership in the Forbes Business Council opens the door to even greater opportunities for collaboration and growth. About Forbes Councils Forbes Councils is an exclusive community of invitation-only groups created in partnership with Forbes and the founders of the Young Entrepreneur Council (YEC). Forbes Councils offers its members a powerful platform for networking, knowledge sharing, and accessing invaluable business insights. Members of the Council have access to resources that help them continue to grow and succeed, with opportunities to contribute to thought leadership and expert panels across various industries. To learn more about Forbes Councils, visit Media Contact Country: United StatesMedia Contact: Steve NoriegaCompany Name: Epic BrandEmail: steve@ (302) 265-0380Website: SOURCE: Epic Brand View the original press release on ACCESS Newswire Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
14-05-2025
- Forbes
What Is Revenge RTO, And Why Is It Rising In The Workplace?
Revenge RTO is a pattern of passive-aggressive behaviors from employees getting back at employers ... More because they feel forced to return to the office. I wrote a story for last December in which experts predicted that revenge quitting would peak in 2025, and boy has it ever. In many cases, it's taking a slightly different form known as the Revenge RTO trend. As companies mandate more days in office, there's a rising trend of employees finding passive-aggressive ways to get back at leadership in the workplace. The experts I spoke to were correct. Revenge quitting is on the rise. In fact, it's the top career trend of 2025, according to some sources, showing that 28% of employees expect it to happen at work this year. And workers are not slipping away quietly. They're making sure their exit is seen and heard, leaving loudly and dramatically over unmet promises, RTO mandates and toxic cultures. Examples of revenge RTO are coming in late, leaving the office for lunch, leaving the office early, taking home office snacks and more. So, what's behind this trend? According to experts at Hogan Assessments, the key lies in understanding the deeper disconnect between employees and their workplace. "Revenge quitting isn't just about frustration over daily tasks—it's a breakdown in communication and a failure to align employee aspirations with company culture,' explains Dr. Ryne Sherman, chief science officer at Hogan Assessments and co-host at The Science of Personality podcast. 'The good news? It's preventable.' While many companies might consider perk policing, I spoke with leaders--like Annie Rosencrans, HiBob director of people and culture--who believe, instead, that employers should think about the ways workers may be feeling unheard or overlooked when it comes to their needs for flexible schedules and better employee appreciation. 'Signs of revenge RTO can include taking home office snacks or supplies, coming in late and leaving early or stepping out of the office for lunch or a workout class," Rosencrans stresses. "Employees are taking time away from the office in a stance against leadership as a result of feeling overlooked and underappreciated for the lack of flexibility.' When we spoke through email, Rosencrans shared with me why flexible work is so important and offered tips to make in-office days more meaningful to employees. 'Revenge RTO is becoming the norm as in-office mandates become stricter and as many companies abandon the flexibility that was once promised to employees,' she told me. 'Employees are also feeling that the return to office requirements haven't resulted in more meaningful connection with their colleagues.' Rosencrans cites a recent study showing that only 31% of employees feel connected at work. She says employees perceive their companies as not prioritizing employee morale and improved experience even as in-person days become required, leaving teams resentful and wondering why they're in the office at all. 'Flexibility is key in work-life balance and many employees need and expect these accommodations.,' Rosencrans asserts. 'It's crucial to creating an inclusive workplace that values both employee morale and productivity. While taking snacks and leaving the office early may seem minor, it can be a sign of deeper team disengagement.' She points out that in order to truly understand the needs of employees, leadership should solicit team feedback through anonymous surveys, one-on-one meetings or town hall gatherings. 'The results can help companies better frame their workplace models to avoid potential backlash and employee resentment, creating a stronger company culture as a result,' she notes. Sherman at Hogan Assessments emphasizes companies that successfully retain their top talent have one thing in common: they take a proactive approach to employee engagement. 'Rather than scrambling for short-term fixes, they address core issues before employees feel the need to make a statement with their resignations," he says. Sherman has identified three key strategies for leaders to retain top talent and prevent costly exits. 'Remote work flexibility, work-life balance, growth opportunities and employee well-being are no longer perks—they're non-negotiables,' according to Sherman. 'When these expectations aren't met, employees don't just disengage, they make high-impact exits that disrupt teams and shake up workplace dynamics.' He insists that organizations must adopt transparent policies, offer genuine flexibility and establish open feedback channels to stay ahead, adding that employers who listen and adapt to evolving employee needs will not only boost retention but also strengthen their employer brand. 'Poor leadership is a fast track to revenge quitting. Toxic or absentee management styles drain morale, increase burnout and drive talent away,' Sherman states. 'Employees who feel unsupported or undervalued by their managers are significantly more likely to leave—and they'll make their dissatisfaction known. In fact, a recent Gallup report highlights that managers are the linchpins of engagement, with 70% of team engagement attributed to the manager.' Sherman cites the flip side where teams led by calm, organized and empathetic managers report three times higher engagement, adding that investing in leadership development isn't just beneficial—it's essential. Sherman is convinced that when companies cultivate an environment of trust, inclusion and mutual respect, they see tangible benefits: improved innovation, higher productivity and, most importantly, greater talent retention. 'Creating psychological safety isn't just an HR initiative—it's a business imperative,' he concludes. Nearly half of American workers are seeking new employment this year, hitting a 10-year high. After waves of layoffs, harsh return-to-office mandates and skyrocketing workloads, employees are no longer staying quiet. They're leaving abruptly and loudly, fighting back against big business for not considering their work flexibility and work-life balance. Sherman predicts that the most successful organizations with talent retention will be those that embrace authentic leadership, meaningful engagement and a culture of trust. As the workplace evolves, those companies that fail to adapt risk losing their most valuable asset: their people. Sherman believes that businesses that get this right won't just prevent revenge RTO quitting, they'll set the gold standard for workplace excellence in the years to come.
Business Wire
08-05-2025
- Business Wire
The Power of Purpose: Flowserve Releases 2024 ESG Report
DALLAS--(BUSINESS WIRE)--Flowserve Corporation (NYSE: FLS), a leading provider of flow control products and services for the global infrastructure markets, has released its 2024 ESG Report highlighting The Power of Purpose. The report shares how Flowserve's operational framework, the Flowserve Business System, is enabling progress in its ESG focus areas of Climate, Culture and Core Responsibility, while working in tandem with its 3D growth strategy to help achieve the enterprise and sustainability goals of its customers. The report also spotlights how Flowserve's purpose comes to life through the power of its product and manufacturing innovations, its people and its global community impact program. The Flowserve Business System is enabling Flowserve's progress in its ESG focus areas of Climate, Culture and Core Responsibility, while working in tandem with its 3D strategy. 'With our decarbonization, diversification and digitization bookings growing in 2024, our 3D growth strategy has proven to be the right approach to deliver results,' said Flowserve President and Chief Executive Officer Scott Rowe. 'As we continue to put the Flowserve Business System into action, we're energized by the opportunity to create long-term, sustainable value for our customers, associates, shareholders and the world at large.' The report is accessible on the company's website at The Power of Purpose. For more information on Flowserve's ESG activities, visit the ESG page on About Flowserve: Flowserve Corp. is one of the world's leading providers of fluid motion and control products and services. Operating in more than 50 countries, the company produces engineered and industrial pumps, seals and valves as well as a range of related flow management services. More information about Flowserve can be obtained by visiting the company's Web site at Safe Harbor Statement: This news release includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, which are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. Words or phrases such as, "may," "should," "expects," "could," "intends," "plans," "anticipates," "estimates," "believes," "forecasts," "predicts" or other similar expressions are intended to identify forward-looking statements, which include, without limitation, earnings forecasts, statements relating to our business strategy and statements of expectations, beliefs, future plans and strategies and anticipated developments concerning our industry, business, operations and financial performance and condition. The forward-looking statements included in this news release are based on our current expectations, projections, estimates and assumptions. These statements are only predictions, not guarantees. Such forward-looking statements are subject to numerous risks and uncertainties that are difficult to predict. These risks and uncertainties may cause actual results to differ materially from what is forecast in such forward-looking statements, and include, without limitation, the following: global supply chain disruptions and the current inflationary environment could adversely affect the efficiency of our manufacturing and increase the cost of providing our products to customers; a portion of our bookings may not lead to completed sales, and our ability to convert bookings into revenues at acceptable profit margins; changes in global economic conditions and the potential for unexpected cancellations or delays of customer orders in our reported backlog; our dependence on our customers' ability to make required capital investment and maintenance expenditures; if we are not able to successfully execute and realize the expected financial benefits from any restructuring and realignment initiatives, our business could be adversely affected; the substantial dependence of our sales on the success of the energy, chemical, power generation and general industries; the adverse impact of volatile raw materials prices on our products and operating margins; economic, political and other risks associated with our international operations, including military actions, trade embargoes, epidemics or pandemics and changes to tariffs or trade agreements that could affect customer markets, particularly North African, Latin American, Asian and Middle Eastern markets and global oil and gas producers, and non-compliance with U.S. export/re-export control, foreign corrupt practice laws, economic sanctions and import laws and regulations; the impact of public health emergencies, such as outbreaks of epidemics, pandemics, and contagious diseases, on our business and operations; increased aging and slower collection of receivables, particularly in Latin America and other emerging markets; potential adverse effects resulting from the implementation of new tariffs and related retaliatory actions and changes to or uncertainties related to tariffs and trade agreements; our exposure to fluctuations in foreign currency exchange rates, including in hyperinflationary countries such as Argentina; potential adverse consequences resulting from litigation to which we are a party, such as litigation involving asbestos-containing material claims; expectations regarding acquisitions and the integration of acquired businesses; the potential adverse impact of an impairment in the carrying value of goodwill or other intangible assets; our dependence upon third-party suppliers whose failure to perform timely could adversely affect our business operations; the highly competitive nature of the markets in which we operate; if we are not able to maintain our competitive position by successfully developing and introducing new products and integrate new technologies, including artificial intelligence and machine learning; environmental compliance costs and liabilities; potential work stoppages and other labor matters; access to public and private sources of debt financing; our inability to protect our intellectual property in the United States, as well as in foreign countries; obligations under our defined benefit pension plans; our internal control over financial reporting may not prevent or detect misstatements because of its inherent limitations, including the possibility of human error, the circumvention or overriding of controls, or fraud; the recording of increased deferred tax asset valuation allowances in the future or the impact of tax law changes on such deferred tax assets could affect our operating results; our information technology infrastructure could be subject to service interruptions, data corruption, cyber-based attacks or network security breaches, which could disrupt our business operations and result in the loss of critical and confidential information; ineffective internal controls could impact the accuracy and timely reporting of our business and financial results; and other factors described from time to time in our filings with the Securities and Exchange Commission. All forward-looking statements included in this news release are based on information available to us on the date hereof, and we assume no obligation to update any forward-looking statement.
