As the workforce becomes a generational mash-up, we are forced to deal with some strange realities. With the majority of workers now retiring later in life and others returning to the workplace after a hiatus, conventional leadership roles often are reversed. Telling people what to do can be a little awkward—but it is infinitely trickier when you’re giving direction to someone your parents’ age.
Charlotte is a 32-year-old store manager at a high-end clothing boutique. She has been with her company for five years and in her current position she supervises five employees. She assigns shifts, leads team meetings, and conducts monthly performance reviews. Since Charlotte became manager, the people who report to her have been between the ages of 20 and 30. She is their superior in both age and experience.
Recently, one of the store’s employees quit, and Charlotte was put in charge of hiring a replacement. After dozens of interviews, she and the store owner agreed that the best candidate was Alice, a 55-year-old woman with 10 years of retail experience. She stopped working when her children were born, but when they left for college she decided to go back to work.
Alice was clearly the right person for the job, but Charlotte felt uncomfortable with the idea of supervising a woman the same age as her mother.
Alice’s first week went smoothly, but Charlotte found herself treating Alice differently than the other employees. She avoided correcting small mistakes or providing constructive criticism. And although it might have been a figment of Charlotte’s imagination, she thought she detected a slight degree of resentment from Alice.
If you find yourself in Charlotte’s position, how will you provide necessary feedback without appearing condescending? You want your older workers to know that you respect their experience while still asserting your leadership position. Keep these tips in mind.
1. Make it a habit to ask for input. Consulting your employees—particularly those who are older than you—before you make major decisions lets workers know that you value their advice and are open to ideas other than your own. Plus, there is a lot to be learned from seasoned veterans; use their knowledge to your professional advantage.
2. Remember that you are in charge, regardless of your age. You earned your current position because you have proven that you are capable of handling a managerial role—don’t question your own authority. In failing to address Alice’s mistakes, Charlotte is not doing herself any favors.
3. Close the generation gap by establishing a team mentality. Regardless of age or other differences among workers, you are all working towards two common goals: satisfying clients and making the company more profitable. As a manager, it is your responsibility to promote this mindset. In her weekly team meetings, Charlotte should ask her employees to contribute their ideas about goals for the coming month. These can range from higher sales quotas to keeping the store more organized, but should all encourage employees to work as a team.
Although the cogenerational workplace may present new obstacles for younger managers, they are not insurmountable, and learning how to deal with these challenges can make the company run better than it did before. Look at your older workers as assets. They can teach you a thing or two—just like Mom and Dad.
Jim Finkelstein, President and CEO of FutureSense Inc., is a consultant specializing in business and people strategy, motivation, and reward. Simone Van Cleve is a marketing professional with FutureSense Inc. Both can be reached at www.futuresense.com.