What do you do when the people you manage have been working longer than you’ve been alive? What if they wanted the role you’ve just been promoted to? What if they have “been there and done that” and decided to step down?
These are just some of the questions younger managers find themselves facing in the multi-generational workplace. The latest scenario at work involves younger people managing older workers. With the growth in people staying at work longer (some by choice, others forced by circumstance) a new skill set is required by managers to ensure they are making the most of what can be their most valuable asset – the older worker.
Here are 3 tips for managers who find themselves working with an older team:
1. Forget The Myths
Some of the common myths surrounding older generations that we need to get out in the open include:
Can’t change: Older workers have seen a huge amount of change in their working lives. It’s not that they don’t like change it’s just that they won’t be railroaded into change for the sake of it. Remember, they have seen management fads come and go. You need to prove to them that this change is well thought out and worth the effort.
Hate technology: Bill Gates is a baby boomer… they invented computer technology as we know it. However, their view is that technology is a nice to have not an essential of life! One recent study found that the group with the highest uptake of the Internet is actually over-55’s.
Physically less able: Numerous studies have shown that older workers actually have less sick days and fewer workplace accidents than younger workers probably due to their more cautious approach or their years of experience!
If you think about it, any of these statements could be true of people of any age. As a manager you need to look past the myths, stop stereotyping people and get to know them as individuals. Remember, they may well have stereotyped you as the “young upstart” and you know how annoying that can be!
2. Understand Their Needs
Put yourself in their situation for a moment and start to get a feel for their needs. For many of them, the finish line to retirement has been moved and they are uncertain what “retirement” will mean for them.
Your goal should be to find a way to gradually work towards retirement rather than expect them to make a big leap. Many older workers are now finding themselves wanting to work longer but also feeling obliged to help out with their own grandchildren so some flexibility with hours may be required too.
Feeling respected is another important need. Each generation has different meanings of the word “respect” and different ways of showing respect. Take the time to get to know what it means to your mature workers.
There are also 5 management qualities that older workers tell researchers they value:
1. Setting a clear direction.
2. Being decisive.
3. Providing structure.
4. Firm but fair treatment.
5. Logical, reasoned thinking.
You can easily adapt your current management practices to demonstrate these qualities. It just takes a bit of thought and clear communication. Don’t assume they understand your motives . . . explain them.
3. Tap Into Their Experience
Experience is the most valuable asset of the older worker. Too many organisations let their valuable corporate knowledge walk out the door when mature workers retire. As a manager, your mission should be to find ways to tap into that well of knowledge. Help them to leave behind a legacy in the organisation by recording some of their experiences to help others. Mentoring younger staff is another way to make the most of their knowledge and at the same time inspire younger people.
Whilst a mature worker may have decided they’ve had enough of being in charge and are happy to let you run things, don’t ignore their experience entirely. Find ways to give them unofficial, or project based, leadership opportunities that demonstrate you value their experience.
{ 5 comments… read them below or add one }
I agree with your comment that the older generations hate technology. While I used to have this paradigm, I have witnessed first hand many boomers and older demographics really start to embrace it. From what I have witnessed, it is not that they hate technology but they are just not to sure where to begin. Once they just delve into that technology, they are all about finding different ones.
Very nice post indeed. Undo the myths and tap everyone’s expertise is not only great advice for managing older workers but also the secret to inspiring teams of all ages.
I don’t see many articles on managing those that are older than you and yet it does happen.
In my first job, I was promoted to acting manager after one year when my manager went out on maternity leave. Most of the team was older than I was and it did present very different challanges. I did not have info or guidance and applaud your post here that will help others work in this truly diverse workfoce — 4 generations are in at one time.
It brings both teamwork, management, and leadership challenges. Bravo and thanks.
Kate Nasser
The issue of a manager being younger than their staff is certainly not a new problem. I first managed a white collar team when I was 23 years old, and at least 10 years younger than my youngest employee and nearly 40 years younger than my oldest employee. I would certainly agree with the idea of not focusing on the myths of the “older generation”. People want and expect to be treated with respect, regardless of their age. A young manager would be wise to understand that while they may be in charge, they may not have all of the answers; especially the technical answers. That means that they should listen MORE than they talk, understand and utilize the strengths of their team members, and never even give the appearance of setting themselves above the team.
Thanks for posting a thought provoking article.
Thanks for all the comments on this article . . . nice to know I have got people thinking!
I have been a leader in business with team of up to 500 people at times. The ages/demographic of these groups of people were very diverse. A few characteristics that I found useful in the mature people group was that they did not need as much hand holding, they would think for themsleves and they also did not get as wound up or stressed as some of the younger people did in many situations. Real life expereince is a great benefit in the work place when dealing with differing situations. Each demographic has it’s benefits and it’s draw backs and that is why it is good to have as much diversity within you teams as you can manage to recruit.
Bringing that diverse group together can provide you with insight to the customers you serve as they are usually as diverse!.