Insights from the ‘U’ Curve of Happiness – Part II

My earlier post on “Insights from the ‘U’ Curve of Happiness” – Part I, focused on the first two categories of stakeholders. The first was the young adults, who are typically under 30, and energised and optimistic. The middle-aged group between 30-50 years of age formed the second category. They are the ones who feel they are carrying the maximum burden and one notices a dip in their happiness level at this stage.

There is a third category – that of older stakeholders. These are people above 50. Here, the curve tends to rise again. It is also known as the paradox of aging.

3. Older Stakeholders: Reflective and Purpose-Driven

This rise in happiness levels is attributed to greater self-acceptance, wisdom, and reduced external pressures. This group values legacy, meaningful impact and community connections. They want to live for the present and the priorities shift towards self and self-happiness. There is a deep sense of gratitude for what one has experienced in life. Communications that emphasise purpose and enduring value work best for this demographic.

Internal employees:

Senior and seasoned employees are attracted towards stories that feature human-interest stories that celebrate experience, long-term impact, and community contributions. I recall multiple occasions wherein employees would take home the corporate in-house magazines (those were the days when print ruled) for their parents to read. The magazine was a great tool to consolidate family bonds.

External stakeholders:

As one grows older, the attention is more on social connections. Messaging that shows alignment with policies on senior welfare, knowledge sharing, and social infrastructure development, appeal the most to this segment. If your products are focused on customers who fall under this age group, focus on simplicity, quality, and legacy. Highlight products or services that enable them to contribute positively to society or secure their family’s future.

Overcoming the Challenges

Tailoring messages to different life stages enhances emotional connection and ensures that communications resonate more deeply. Yet, is it all so really simple? Does categorisation of communication keep the U-curve of happiness really helps. Is happiness so simple to categorise?

Not all young people are driven by idealism, and not all older individuals prioritise legacy. Context, such as cultural or economic factors, often influences individual behaviour more than age. Assuming all middle-aged people are stressed or that young adults only care about technology may alienate key audience segments. Stereotypes can diminish trust and authenticity.

Age is not and cannot be the sole factor that determines happiness. With age comes the intersection of with other factors like gender, economic background, and geography. Focusing solely on the ‘U’ curve risks ignoring these nuances, especially in diverse markets like India.

Despite age differences, stakeholders often share common values, such as a desire for transparency, sustainability, and inclusivity. Narrow segmentation may miss these shared aspirations.

Stakeholders feel seen and understood when their unique priorities are addressed, whether they are customers seeking convenience or governments needing collaboration. The ‘U’ curve provides a narrative framework that aligns with the universal human journey, making stories more relatable and memorable across media channels.

A life-stage approach may well allow organisations to nurture relationships over time, fostering long-term loyalty and advocacy among stakeholders.

To maximise the benefits of the ‘U’ curve while minimising its pitfalls, corporate communicators should adopt a balanced approach that combines ages with behavioural insights and where the tonality and medium of message has a direct appeal.

Themes like integrity, innovation, and inclusivity appeal across age groups and can serve as a unifying narrative. And of course, regularly seeking input from stakeholders can help refine messaging and ensure alignment with evolving preferences.

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Sarita Bahl

Sarita Bahl is an alumnus of Tata Institute of Social Sciences and the Swedish Institute of Management Program. An experienced and versatile leader, she comes with nearly four decades of professional experience. She has over the years successfully overseen the communications and public affairs function and led the corporate social responsibility strategy for Bayer South Asia, Pfizer, and Monsanto, among others. Sarita has held multiple roles across diverse industries, the public sector, trade associations, MNCs, and the not-for-profit sector. Her areas of interest include advocacy, stakeholder engagement, sustainability, and communications.

As an Associate Certified Coach (ACC) from the International Coaching Federation (ICF) and Senior Practitioner (Mentoring) from the European Council of Mentoring and Coaching (EMCC), Sarita specializes in career transition, inner engineering and life issues. Sarita enjoys writing and is passionate about animals, books, and movies.