Of those workers, 22 percent reported to someone a few years younger, while 16 percent had a boss 10 years or more their junior. The number of younger managers supervising older workers will only grow, according to Chip Conley, a strategic advisor for Millennial executives of hospitality companies and author of Wisdom Work: The Making of a Modern Elder Currency, He notes that the fastest-growing age demographic of employees in the workplace is 65 years and older, which has experienced a 35 percent jump over the past half-decade.
At the same time, he said, companies are eager to hire and promote workers who are most comfortable with and understand technology, which often translates to Millennials and members of Generation Z. As a result, older workers can increasingly expect to be answering to managers who are young enough to be their children.
A study published in the Journal of Organizational Behavior found that most workers with younger managers reported having more negative emotions, such as anger and fear, than those with older bosses. In the Harris and CareerBuilder. Recognize that even if you approach your subordinates with respect, they may still be skeptical of your leadership because of your age, Maroney said.
Be clear on the objectives of your position, communicate these objectives clearly, and remember that there is a reason you were chosen versus other candidates who may have more experience. Make it clear that you're not trying to do your subordinate's job, said Peter Cappelli, professor of management at the Wharton School and co-author of Managing the Older Worker Harvard Business Review Press, So it helps to let [employees] know what your responsibilities are, that they're different from theirs, and that you need their help.
But it takes time to build this type of relationship. Share what makes you tick as a manager. Also ask the employee if they have any feedback for you and how you can be a more effective manager. I also made sure they knew how much I valued their contributions and feedback and ensured there was lots of collaboration with them. And I wasn't afraid to admit what I didn't know and to ask them for help. The PMQ teaches managers to lead effectively, giving HR more time to meet the demands of the workplace.
Introduce a mentorship program , whether its the older employee's mentoring younger ones or interns. You can even partner with organizations and school if the employees are willing, not only is their experience being put to good use the company would also build some good karma. If older employees do step out of line, reel them in just like the rest.
You don't need to give them a dressing down in front of their colleagues but in that regard, treat them like everyone else on your team. Skip to content. Business Cards. Payment Solutions. International Payments. Business Class.
Mamta Badkar Business Insider. Summary There are always awkward moments when a company's new hire is younger than the team he or she is managing. Here's how you can command respect, temper egos and get the work done: 1. Want to Dig Deeper? When Gray was 24, for example, the company hired a business analyst in his 30s to work under him.
We ended up having a good working relationship because over time he was able to see that I had the ability to do my job, hear my consistent guidance, and I was even able to teach him a few things.
Young managers who are tasked with guiding people older than themselves often deal with direct reports who question their competence or ability to lead, at the same time as they are coping with their own self-doubt. But in order to do their jobs successfully, they must gain the trust and respect of their employees and confidently navigate the situation. Below, management experts weigh in on how young managers can find that balance. Because they feel pressure to prove themselves, young managers often make the mistake of relying only on themselves to make decisions when the older employees they manage may know more than they do, says Sherry Moss, a professor of organizational studies at the Wake Forest University School of Business in Winston-Salem, N.
Instead of flying solo, she advises managers to interview each of their direct reports, asking them to describe their daily routines, challenges, and what they think would make the department better. The primary responsibility of a manager is to set expectations and hold employees accountable. One of the best ways to do that is ask how you can help them do their jobs better.
Being hesitant and nervous on an on-going basis is a sure-fire way to kill your authority and respect with your older employees. When you do, pretty much everything else takes care of itself.
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