How to Manage Employees Older Than You?
26 October 2010
Read by 1904 persons
Text: "Young vs. Old." "Twenty-year-olds managing forty-year-olds..." These are the kinds of headlines that business publications love, highlighting the age-related compatibility issues currently faced by companies. A US magazine recently featured a photo of a manager in his prime with the cruel caption: "Finished at 40." And it's a fact that, in many companies, young employees now hold senior positions that lead them to manage employees often much older than themselves. If you find yourself in this situation, you may encounter some difficulties. Here are some tips to help you prove you're a good manager without causing too much offense.
Put your ego aside
You may be the company's new wonderkid, the future CEO in the making, but your company and its employees weren't born yesterday. Remember that your company has been active on the market for years and didn't wait for your arrival to face the ups and downs of economic life. It's always rewarding to look into your company's past and respect the people who were there before you. You may change the company's future, but don't expect to do it overnight.
Accept that not everyone will like you
Get used to this idea: some people won't like you. They will test your authority, qualifications, and skills. This has nothing to do with your personality, but seeing someone as young as you in such a high position is quite destabilizing. Even if you feel you deserve your subordinates' obedience, you'll represent a threat in the eyes of some employees who will think you stole their jobs, those who no longer have the energy or skills to compete with you, or those who think they've reached the peak of their careers. I don't want to crush your dreams, but know that while many people get interesting positions early in their careers thanks to their talent, others get the same positions simply because they ask for less money, or are more versatile or available than other employees who have family responsibilities. Your mere presence can be intolerable for a forty-year-old manager with two children who knows they could be replaced at any time by a novice.
To reassure older employees, highlight their experience by consulting them regularly. Tell them you respect their expertise and would like to count on them. This isn't a sign of weakness, it's a way to show solidarity.
Respect others' projects and values
This rule may seem tricky to apply, but it's arguably one of the most important qualities a manager can acquire. If you love what you do, make sure to negotiate your career progression carefully. You may be used to spending 12 to 15 hours a day at the office or even coming back to work on weekends, especially if you're single and your only household responsibility is to check that the dog's bowl is full. Young managers often forget to draw inspiration from the way older managers with family responsibilities operate, responsibilities that prevent them from dedicating themselves exclusively to work.
Respect the fact that other employees may have household responsibilities and family commitments that you may not experience for years. Claude, a forty-year-old employee, says: "When I'm at work, I feel guilty about not being with my daughter. When I attend my daughter's dance class, I feel guilty about not being at work. It's a never-ending story!" Even if you're far from the day when you'll attend your daughter's dance class, or have to keep your sick child home, etc., remember that these are concerns shared daily by many employees.
Posted October 26, 2010
contenu.monster.fr
Put your ego aside
You may be the company's new wonderkid, the future CEO in the making, but your company and its employees weren't born yesterday. Remember that your company has been active on the market for years and didn't wait for your arrival to face the ups and downs of economic life. It's always rewarding to look into your company's past and respect the people who were there before you. You may change the company's future, but don't expect to do it overnight.
Accept that not everyone will like you
Get used to this idea: some people won't like you. They will test your authority, qualifications, and skills. This has nothing to do with your personality, but seeing someone as young as you in such a high position is quite destabilizing. Even if you feel you deserve your subordinates' obedience, you'll represent a threat in the eyes of some employees who will think you stole their jobs, those who no longer have the energy or skills to compete with you, or those who think they've reached the peak of their careers. I don't want to crush your dreams, but know that while many people get interesting positions early in their careers thanks to their talent, others get the same positions simply because they ask for less money, or are more versatile or available than other employees who have family responsibilities. Your mere presence can be intolerable for a forty-year-old manager with two children who knows they could be replaced at any time by a novice.
To reassure older employees, highlight their experience by consulting them regularly. Tell them you respect their expertise and would like to count on them. This isn't a sign of weakness, it's a way to show solidarity.
Respect others' projects and values
This rule may seem tricky to apply, but it's arguably one of the most important qualities a manager can acquire. If you love what you do, make sure to negotiate your career progression carefully. You may be used to spending 12 to 15 hours a day at the office or even coming back to work on weekends, especially if you're single and your only household responsibility is to check that the dog's bowl is full. Young managers often forget to draw inspiration from the way older managers with family responsibilities operate, responsibilities that prevent them from dedicating themselves exclusively to work.
Respect the fact that other employees may have household responsibilities and family commitments that you may not experience for years. Claude, a forty-year-old employee, says: "When I'm at work, I feel guilty about not being with my daughter. When I attend my daughter's dance class, I feel guilty about not being at work. It's a never-ending story!" Even if you're far from the day when you'll attend your daughter's dance class, or have to keep your sick child home, etc., remember that these are concerns shared daily by many employees.
Posted October 26, 2010
contenu.monster.fr
