Young Managers - How Do They Lead Older Subordinates?
Effect Of Generational Differences On Young Managers
How does understanding generational differences affect the success of new managers? More and more managers are (and will be) younger than their team members. What must a “younger” manager consider when leading “older” team members? – Andy in Ohio
Great questions, Andy. As someone who has been on both ends of this situation (I have both led teammates older than me and I have been subordinate to someone much younger), I can tell you that the best advice is no advice.
No Advice For The Young Manager?
That’s right, the best thing for a young manager who must lead someone of a previous generation to do is to do nothing different. This is not to say that you treat everyone the same, you do not – real leaders know that they must lead each individual as that person desires to be led. And the best leaders understand the goal and they keep it foremost in their minds (without regard to the age, religion or sex of their charges).
Specifically, your first question about understanding the generational differences and its affect on the success of a new manager assumes that new managers must understand how their charges were led in the 1980s in order to be led successfully today.
This is a misconception that many new managers have. People are people, and just because someone is 20 years your senior does not mean they do not wish for understanding, personal pride and appreciation. Deliver your team honest leadership where you are the support and they are the superstars, and their age becomes irrelevant.
Younger managers fail with older teammates when their management style is void of respect for others. This is not a generational difference – although older subordinates will be less tolerant of disrespect – eventually, everyone who reports to a disrespectful manager will become disenfranchised.
So, Leadership Is About Respect?
That’s right – leadership is about people and all people want respect. They desire this alongside understanding pride and appreciation – but they’ll give up all of these to be respected and valued by their leaders.
Understanding this, a young manager need not get hung up about the age of his or her subordinates, he or she must just do what they know is right for their company and their people, and let the chips fall where they may. If the old folks (like TheManager) fail to get it, then fire us – just make sure you checked your ego at the door, provided us with support and led with respect.
So, what must a “younger” manager consider when leading “older” team members? Only this: your subordinates expect to be led, and they expect to be led by you, so forget their age and forget your age and lead them.
Filed in Business Situations, Leadership Development, Management Training 9 Comments so far
halcyon on 23 Aug 2008 at 11:43 pm #
An excellent post. This is an issue a lot of professionals face. You hit the nail on the head when you said that each person must be treated as an individual. Even though this looks simple and obvious, this is where most managers go wrong.
Andy on 25 Aug 2008 at 12:24 am #
Thanks so much for making this simple and plain to understand. A very powerful point made concise and clear.
Joshua on 14 Jul 2009 at 1:03 am #
WOW! Point taken, so simple yet so sharp. Every manager would need to read this, both young or old.
Thank you.
Sourabh De on 18 Jul 2009 at 9:27 am #
Very nice and positive reply. I need help with a question. I am posting the question here:
Recently I interviewed for a leadership position in a big and reputable organization. The company is considering internal candidates also for the position.
This position is likely to lead a huge team which also includes experienced and older team members, many of whom would’ve been interviewed for the same position.
The interview panel felt that it would be a humongous challenge for me to lead such a team. Although the panel seemed satisfied with my professional exposure, they considered the people challenges to be the most difficult part of the job.
In the subsequent round of interviews, what do you think my approach should be to the people management aspect?
Thanks, Sourabh De (Mumbai, India)
TheManager on 19 Jul 2009 at 3:30 pm #
Great question, Sourabh. To see our answer, check out this post: http://askthemanager.com/2009/07/how-does-a-young-manager-from-the-outside-convince-an-interviewer-that-he-can-lead/
- TheManager
anna smith on 12 Jan 2010 at 1:30 pm #
I LOVE THIS TOPIC!!!
I, 26, am a young manager myself in the fast food industry. I totally agree that a young manager should ‘do nothing’ about the age difference. BUT it can become quite a confidence issue. My older colleagues seemed to be very skeptical about my abilities at first. We ended up having a super relationship int he end. But it took lots of support from my personal social network, mainly my husband, to help me through the tough times. We all strive for human connection and if the older generation ‘blocks’ that connection at first, one can feel quite alone. But as with anything… it just takes time.
Twebaze Victor on 31 Mar 2010 at 2:33 am #
Iam a 24 year old manager in a communications firm.I believe age difference has nothing to do in this case.I lead older subodinates and they have always appreciated my style of management.A managers should respect his surbodinates if he is to manage better older subodinates.The challenge with young manager is when the older surbodinates become very slow or decide to surbotage thevpolicies of a young manager.The young manager therefore has to clearly undrstand the likes of older surbodinates in order to lead them effectively.
Twebaze victor on 28 Apr 2010 at 11:27 am #
Iam a 24 yaer old manager in a communications firm.I treat my older surbodinates the same but with alot od deligency.I listen to their concerns and they respect me for that.I dont push policies before them.I consult them before implementing.
The main challenge with young managers all over is that they want things done faster,when these older subodinates are slow.At times you need to do follow up and make many courtesy calls to facilitate quick implementation.
But this is not very easy,at times these older surbonates cacoon against the manager.Its upon the young manager to form team work and come down to them very carefully.
Twebaze Victor on 23 Jul 2010 at 4:17 am #
The experience i have acquired from being a supervisor of a relatively older generation is that i need to treat surbodinates with respect.The only effective way to manage an older surbodinate is directing them towards the objectives and goals of the company.To my experience, the surbodinate will for get her age.
Appreciating the good that staff will have contributed also motivates staff.This to them is a sign that despite age,they perfomed to the best of your expectations.
Followup also matters,older surbodinates need space but a follow up is very important.This to them shows despite how young you may be,you will still be remembering the assignments you gave to each of them.
The challenge i have continuosly got is that older surbodinates tend to be very slow in decision making,risk taking, as opposed to me.This sometimes think that they have a negative atitude towards the set goals.