Tactics For Managing People Older Than You - with Ann Kerian

Ann Kerian, an author, executive coach, & consultant joined Brian for a candid discussion on managing older employees. The episode is full of practical tips and personal insights. Brian and Ann explore strategies for building respect across generations, avoiding common pitfalls, and leveraging diverse strengths in the workplace. It's a must-listen for leaders who, whether formally or informally, lead team members that are older than them.

See the full details and links on the episode's page:
https://www.productivitygladiator.com/episodes/tactics-for-managing-people-older-than-you-with-ann-kerian

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References In This Episode

The 5 generations in the workforce now:

Traditionalists-born 1925 to 1945.

Baby Boomers-born 1946 to 1964.

Generation X-born 1965 to 1980.

Millennials-born 1981 to 2000.

Generation Z-born 2001 to 2020.

The link to the 1st episode where Brian shared the story behind “learning by committee” at the 1-minute mark.

AnnKerian.com

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Episode Digest

In today's diverse workplace, it's increasingly common for younger professionals to find themselves leading teams that include older, more experienced colleagues. This dynamic can present unique challenges, but also offers valuable opportunities for growth and collaboration. Let's explore some key strategies for effectively managing across generations, with a focus on how younger leaders can navigate these relationships successfully.

Building a Foundation of Respect and Communication

The cornerstone of any successful leadership approach, regardless of age differences, is establishing a foundation of mutual respect and open communication. When stepping into a leadership role where you're managing older team members, it's crucial to start by acknowledging the wealth of experience and knowledge they bring to the table.

One effective approach is to schedule one-on-one meetings with each team member early on. Use these meetings to:

1. Learn about their career goals and aspirations

2. Understand their strengths and preferred working styles

3. Ask about their past experiences and what they've learned

4. Inquire about any concerns or challenges they foresee

By taking this proactive step, you're demonstrating respect for their experience while also setting the stage for open, ongoing communication. Remember, the goal is to create an environment where everyone feels valued and heard.

Leveraging Strengths and Experience

A key insight for younger managers is to recognize and leverage the strengths of older team members. Rather than focusing on potential technology gaps or differences in working styles, look for ways to utilize their deep industry knowledge, refined problem-solving skills, and established professional networks.

Consider implementing a reverse mentoring program, where younger and older employees can learn from each other. This approach not only helps bridge generational gaps but also fosters a culture of continuous learning and mutual respect.

Implement a "strength-spotting" exercise within your team. Have each member identify and share their top skills and areas of expertise. Use this information to inform project assignments and team collaborations. This is especially effective in situations where you’re leading a project but do not have any formal authority over the people you’re leading, such as a project manager.

Navigating Technology and Change

One common challenge in managing older team members is addressing potential technology gaps. It's important to approach this sensitively and avoid making assumptions about an individual's tech skills based on their age.

When introducing new technologies or processes:

1. Provide comprehensive training for all team members, regardless of age

2. Offer multiple learning formats (e.g., written guides, video tutorials, hands-on workshops)

3. Create a supportive environment where questions are encouraged

4. Pair tech-savvy team members with those who may need extra support

Remember, resistance to new technologies often stems from a lack of confidence rather than inability. By providing adequate support and emphasizing the benefits of new tools, you can help all team members embrace change.

"Don't just expect me to go home and read a book and do it because I might learn better if I come in and I hear somebody or I might learn better by watching.