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Managing Up the Age Ladder By: Larry and Meagan Johnson
Adapted from their new book, “Generations, Inc.” N
early all managers must oversee people older than they are. If you are a Gen Xer or Gen Yer with Baby Boomers to manage, your success,
to a large degree, is tied to how well they perform. How does a manager in her 20s, 30s, or 40s deal effectively with someone old enough to be her father or grandfather?
Here are seven strategies:
Respect their experience. Acknowledge older employees’ experience by asking for advice. All of us like to think we have value. To a Boomer, much of that value comes from having decades of experience. Be careful, however, not to come across as pandering. Most people can tell when a manager is saying something she doesn’t really mean. Focus on the work, and ask legitimate questions that acknowledge the older person’s experience.
Give them room without abandoning them. Most Baby Boomers are at a point in their careers where they don’t need much direct supervision. However, for the young manager/older employee relationship, it’s important to have a frank conversation about boundaries and communication requirements early in your relationship, because the potential for misunderstanding and hurt feelings is so much greater when the age difference is reversed. For example, how often, and in what manner, do you expect him to inform you about day-to- day events? How do you want him to do so? Phone? Email? Twitter? At what point do you expect him to involve you in a problem? Make sure he knows you won’t micromanage or stand in the way of getting his job done.
Prove yourself through performance. Accept the reality that, for a while, you will be perceived as “just a kid.” You will gain respect by your performance. For example, a brilliant young software engineer we
September 2010 CA Employer 19
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