In the workplace, advancement is not necessarily tied to age, so it is possible for younger individuals to become supervisors and manage older colleagues. In such situations, how should you manage colleagues who are older than you? Let’s now take a look at what experts have to say.
Founder and CEO of the non-profit organization “Growing Leaders,” Tim Elmore, wrote in a Psychology Today article that research shows 60% to 62% of millennials (born between 1981 and 1996) currently hold management positions, leading teams of direct reports.
Another study found that 83% of American employees have seen millennials managing Generation X (born between 1965 and 1980) and Baby Boomers (born between 1946 and 1964) in the workplace.
For young supervisors managing older colleagues, Elmore provides 6 suggestions:
Drawing from his previous work experience, Elmore advises maintaining humility when communicating with older colleagues, avoiding coming across as arrogant or self-righteous.
He stated, “Anytime you are leading or influencing someone older, your approach is just as important as your ability.”
Elmore emphasized the importance of elevating oneself spiritually and emotionally when receiving a promotion, showcasing confidence in addition to humility to your colleagues.
Leadership expert Michael Watkins emphasized the need to adapt to a range of challenging changes in leadership focus and skills when transitioning from leading a functional department to leading a company.
As a leader, Watkins explained that one key change is becoming an agenda-setter. While you may have been promoted to a higher level for your problem-solving abilities, your task now is to prioritize the problems the organization needs to address. Proper delegation, relying on team guidance, and utilizing the organization’s annual planning process to set key goals are essential.
Elmore emphasized that no one likes to be micromanaged, especially colleagues older than their supervisor. When delegating tasks to older colleagues, it is important to share the outcomes of the work and encourage them to achieve goals in their own way. This not only builds trust but also acknowledges the value of their experience and perspectives.
Leadership authority Benjamin Laker and his team pointed out that being promoted to a higher position can create awkward situations with friends. While you want to maintain those relationships, decisions must prioritize the team’s interests rather than favoring any one employee.
To navigate this awkwardness, it is important to have honest conversations with friends about how your role has changed and the expectations that come with it. Acknowledging occasional discomfort and explaining the need to treat everyone equally without bias is crucial.
For example, when going out for lunch, remember to invite everyone, not just your friends. If employees suspect favoritism, they may start to resent you or your friends.
Elmore advised that while a leader must charge ahead with the team, it is also essential to meet one-on-one with your teammates. He recommended promptly meeting with direct reports older than you, seeking their opinions, and ensuring mutual agreement before concluding the meeting. Let them know that you value their thoughts and experience.
Writer Jodi Glickman suggested discussing your vision and goals for the team. Remember, their experience is valuable, and it can help refine your ideas.
Elmore mentioned the necessity of having high emotional intelligence as you climb higher in the organizational hierarchy. Your emotional intelligence may even be more crucial than your intelligence. Your new position allows you to guide others in completing tasks, but before that, it allows you to ask colleagues questions and listen attentively, influencing others through relationships rather than merely your position.
He stated, “My advice is what? Firstly, tell them that you value their experience and always consider their opinions. This can win their trust from within.”
In conclusion, effectively managing older colleagues as a young supervisor involves balancing humility, confidence, effective communication, and respect for their experience. By valuing their insights and fostering open dialogues, a harmonious and productive working relationship can be achieved, benefiting both the supervisor and their older colleagues.