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by Anja van Beek\u00a0<\/p>\n<\/blockquote>\n
\u00a0We currently work in businesses where we find five generations in the workplace. This means if you\u2019re a manager in your 30\u2019s you\u2019re most probably managing team members that are 10 or 20 years older than you. In my career as an HR leader for a multinational business, we have appointed many younger managers based on their leadership potential – not their technical skills – which resulted in them managing older team members.\u00a0How do you feel about reporting to someone younger than yourself?\u00a0<\/strong><\/h3>\n
A survey conducted by OfficeTeam, found that 82% of people said they would be comfortable working for a younger manager. Yet, they highlight that dissimilar work ethics and values are some of the biggest challenges with having a younger manager.\u00a0A popular perception of the younger generation is that they seem to be open to moving to another (more interesting role) easily and are eager to get as much exposure as soon as possible. This perceived lack of patience is an important aspect to address when managing older team members. Be clear on your commitment to the team. If your team know you are in it for the long haul, it can be a good starting point for building a relationship of trust.<\/p>\n
Here are five tips to navigate your way in these types of relationships at work:<\/p>\n
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Lead with humility. You might be tempted to validate why you have been appointed in the role. Don\u2019t. Rather, be authentic and let your leadership style speak for itself. Avoid saying things like \u201cI know I have only been here for two years\u2026\u201d.<\/p>\n<\/li>\n<\/ul>\n
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Bear in mind that team members that have been in the business longer, might be very sensitive towards any behaviour coming from a place of \u201cpower\u201d. Discuss how you can support them in their roles.<\/p>\n<\/li>\n<\/ul>\n
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Be easy on (immediate) change. People often say, \u201cdon\u2019t rock the boat, if it is working, don\u2019t change it\u201d. As a new manager, I\u2019m certain that you are eager to innovate and try new things as you want to make an impact.<\/p>\n<\/li>\n<\/ul>\n
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Be mindful of how you approach and suggest changes. A practical way is to have a conversation with the team about the one thing they don\u2019t want to see changed AND the one thing that needs to be changed. Use a coaching approach, where you ask questions instead of directing. Be a sounding board and remove the obstacles standing in their way of success.<\/p>\n<\/li>\n<\/ul>\n
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Focus on building relationships. This seems like an obvious step. But are you intentional about building a relationship of trust? Trust is built on three pillars: competence, character and care. It is the character and care pillar that is relevant when building relationships.<\/p>\n<\/li>\n<\/ul>\n
Human beings crave connection and want to feel they belong to a team. They also want to make a meaningful contribution. An authentic working relationship is about knowing your team better. Are you keen to understand what are the intrinsic motivation for each member? Do you know anything about them outside work? Hobbies? Their partners or kids names?\u00a0Remain curious to learn.\u00a0As the manager, you don\u2019t need to have all the answers yourself. The team\u2019s constitutional wisdom can support you in your new responsibilities. Tap into their expertise. Remain curious to understand why things have been done in a specific way.\u00a0<\/p>\n
Liz Wiseman, an author of Multipliers, says \u201cWe often find that people who are inexperienced outperform people with experience, not because of the new ideas that they bring, but [because of] the hunger and openness that they bring.\u201d Practice active listening and mobilize the knowledge of your team.<\/p>\n
Ask for feedback but don\u2019t seek approval.\u00a0Research has highlighted the power of a diverse team; the collective intelligence always trumps the intelligence of the individual.\u00a0Involve your team and brainstorm as a group. Ask for feedback. What is working, what needs tweaking and what should be dropped is a good conversation to have with team members<\/p>\n
In closing<\/p>\n
We are human and you will possibly make mistakes. Remember: you don\u2019t need to learn everything overnight. Remain real and focus on your vision for the team. Lead with purpose, foster open communication and build a space where people feel respected and valued. If you do that, you are halfway there. \u00a0<\/p>\n<\/div>\n

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