Column
Ageing
Character
Comment
Politics
5 min read

What the Joe Biden story tells us about growing older

Rather than mimicking the young, the elderly witness to a life well lived.

Graham is the Director of the Centre for Cultural Witness and a former Bishop of Kensington.

Joe Biden holds a fist to his chest as he stands and speaks.
Biden at the CNN presidential debate.

President Biden has had a few bad days at the office recently. Time and again, he seems to freeze in public, stumbles over his words, as his voice falters and his sentences tail off. At his first public debate with Donald Trump, he looked just like a man in his eighties, struggling to remember facts, his mind not as alert as it once was. Which, come to think of it, is exactly what many people in their eighties are. And Trump is no spring chicken either. Questions around age dominate the American Presidential election like never before. This is a story of not of two elderly gents in a bar arguing over their fading memories of the past, but between candidates wanting to be the most powerful man, in charge of the most forbidding military and economic powers on the planet. 

Old age creeps up on us slowly. To tell when it starts is hard to say. Yet we all know how it ends. Old age is a kind of preparation for death, a slowing down of faculties, a loss of control, a gradual diminishing of powers, preparing us for a new kind of life beyond this one. As a result, in our achievement-oriented age that doesn't believe in a life beyond death, we are tempted to ignore the elderly, shutting them away in residential homes, out of sight and out of mind.

Yet they were valued for what they were – signs of where we are all heading, their stories as object lessons for the young in how to live well (or badly). 

Old age, however, is not a slide into passivity. Even as powers diminish, elderly people still have significant agency – keeping the mind active through reading, walking to the shop to buy bread, keeping in touch with relatives, even getting out of a chair as the end draws near can take as much resolve and determination as the more complex tasks of our youth, and are every bit as heroic and human as the more impressive achievements of our sprightlier years.  

Former cultures respected the elderly for the experience gained, as members of the community to be looked up to, respected and valued. Teenagers were not considered as the moral arbiters of the future but as immature human beings who still have a lot to learn. The old were given pride of place as those who had gained the wisdom of years. Not that that wisdom was always apparent - the elderly can become cantankerous, repetitive and self-focused as powers diminish. Yet they were valued for what they were – signs of where we are all heading, their stories as object lessons for the young in how to live well (or badly).  

The one time when we do place elderly people front and centre, is when they are able to do the things that young people can. Adverts regularly depict old people jumping out of planes, playing rugby, strumming electric guitars - doing the things that young people typically do. Old people who can pretend that they are young are praised to the hilt. Elderly people who lose their memory, their train of thought, stumble and repeat themselves are looked on with pity, not respect. When they do both it confuses us – which is why everyone is worried about Joe.  

Part of the wisdom of old age is to recognise when it has come upon us, and what its distinct calling is. In a strange echo of our culture's attitude to the elderly, Joe Biden seems desperate to tell himself and others that he's perfectly capable of doing the job of President, a job that would come much more naturally to someone 20 years younger than him. Surely the wiser and more sensible course would have been to recognise the signs of time, and halfway through his presidency, to have announced that he was not standing again, triggering a leadership race among the Democratic Party so that a new candidate could be ready for the Presidential election without all the doubts about age and capacity in mind. 

So, caught between ignoring old age and yearning for lost youth, how then, are we to value the ageing process? After all, one day, it will come on all of us who manage to avoid a premature death.  

The main task as the years pass and the shadows lengthen, is to be there for the young,

If we remain active throughout our lives, that activity changes over time. As someone well into my sixties, approaching old age (or perhaps already in it – it is hard to tell?) I recognise my body creaks and does not adapt as it once did. I can't do all that I could in my 30s or 40s. Over time, callings change, and recognising that is part of the wisdom of life. The Christian ethicist Oliver O'Donovan suggests that the calling of old age is to "stand by the side of youth." Elderly people have the task "to show to the young how their generation, the only earlier generation to which the young have direct access, has conceived its tasks and tackled them. If the young are to form their world effectively, they will need models to inherit and to build on."  

The prime task of old age is not to withdraw into some retirement village, playing golf every day, going on endless holidays, living the life we wanted to live in our 40s but couldn't because we had to work. It is not to enjoy retirement as a kind of secular heaven, a reward for a lifetime of hard work, with pleasures abounding. There may be time for some of that, but the main task as the years pass and the shadows lengthen, is to be there for the young, not to tell them what to do but to be a witness of a life well lived - or sometimes an object lesson of a life lived badly – often both at the same time. It is to be a sign of how another generation managed to navigate the complications and complexities of life and how for those who have a faith, as a witness to how God has proved faithful over time, space and the shifting sands of culture. And that involves focus from both sides. The younger need to value, respect and prize the elderly for what they offer as a model of life lived and complexity negotiated, and the old need to recognise their changing role as it creeps upon them with the passing of years. 

The calling of the elderly is just as important as that of the young or even the middle-aged. Yet it is different. We need to value our older people, not because they can do the things younger people can, but because they are object lessons in how to navigate life, and how to prepare for the next one.  

Getting it muddled up helps no one. 

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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