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Transcription
The Simon Show discusses the challenges of leading a team where most employees are older than the manager. Older employees have valuable experience and knowledge, but there can be power dynamics and communication issues. Millennials are now becoming managers while older workers are retiring later. Younger managers need to show respect, acknowledge the experience of older employees, involve them in decision-making, and explain the bigger picture. Every employee wants to feel valued, so recognizing and utilizing their strengths is important. Older employees should be seen as a resource, not a problem. Respect, collaboration, and playing to strengths are key for any successful team. Welcome back to the Simon Show, where we discuss trends, challenges, and experiences shaping our world. I'm Simon Dolorosa. Today we're tackling a situation many managers face. What do you do when you're leading a team where most of your employees could be your parents? We're talking about leading older, more experienced teams, and turning that age gap into a competitive advantage. Let's explore this. Let's get this out of the way. Older employees are a goldmine. They've seen the industry evolve, made the mistakes so you don't have to, and bring a depth of knowledge younger employees simply don't have. But there can be challenges. Maybe they feel like their voices aren't heard, or that the new kid in charge doesn't respect their experience. Rachel Feig-Zieg wrote an article in the Wall Street Journal titled, How to Rally the Troops at Work When They're Older and Maybe Wiser Than You. It examines the power dynamic more managers are facing as they try to rally and cajole teams that are becoming more multigenerational. Millennials, the largest generation in the workforce, are now mostly in their 30s and becoming enforced into manager roles. Meanwhile, older workers are retiring later, either because they have to or want to keep working. The over 55 set will hold an additional 150 million jobs globally by 2030, a new Bain analysis projects. Feig-Zieg adds that a rash of workers quitting amid the pandemic, plus recent layoffs, scrambled hierarchies further. Some 20 and 30-somethings have suddenly found themselves leading workers with years, even decades, more tenure and experience. The pace of technological change means that the recent grad who majored in AI could be your boss before long. Some younger managers fret for no reason, convince older employees hate them when they really couldn't care less. Younger teams openly clash over everything, from speed of work to tone of voice. Younger managers often want things done fast, says Lindsey Pollack, an author and speaker focused on multigenerational workforces, and consider an older employee's more methodical approach old-fashioned. A senior worker might wonder, is that millennial manager speaking casually because they don't respect me? So how does a young manager with more modern occupational skills approach those with more experienced legacy work skills? Key number one, respect. Not blind obedience, but respect for what they bring to the table. So how do you show that? Well, first, acknowledge your experience openly. Don't pretend you have all the answers when they've been doing this job longer than you. For example, when you have your first team meeting, let your staff know that you know many of them have been here long before you, and indicate that you want this to be a partnership. Let them know that you need their help to make every person part of the best team possible. Next, be a sponge. Ask questions, value their opinions, even if you ultimately go a different direction. This isn't about passing the buck. It's about showing you know they're an asset. The goal here is to turn this team into a collaboration of talent, not a dictatorship takeover. Older employees don't want to be told what to do. They want to be part of the solution. Involve them in decision-making. Ask for ideas to tackle challenges. Give them a voice. It shows you trust them. And guess what? You probably should. Also, explain the why. Younger managers sometimes skip this crucial step. Older employees want to see the big picture. Tie their work to the wider goals of the company. They've earned that understanding. Finally, remember that every employee wants to feel valued. Your experience team is no different. Identify their strongest skills. Review their amazing client whisperers or masters in handling tricky technical problems. Delegate tasks that play to these strengths. Then publicly praise them for their contributions. This makes them feel needed and appreciated. Let's change how we think about older employees. They aren't a problem to manage. They're a resource to unlock. Remember, respect, collaboration, and playing to those well-earned strengths. That's the winning formula for any team, regardless of age. As always, I welcome your replies and look forward to your perspective on this Wellcast. Thanks for listening to this episode of the Simon Show. Until next time, keep your feet on the ground and keep reaching for the stars. Take care and God bless.
