Managing Older Team Members
This is a common issue for so many leaders.
I am not talking about an age gap of a year or two, although for some reason that can also make a difference to some.
When the age gap becomes ten to twenty years or more, it’s generational.
If you are the one in charge, how do you handle it?
Here are 5 tips to consider.
1. People will judge you how they find you
Your team members know you have a job which carries more responsibility and recompense than theirs. You had the choice whether to apply, as did they. Some may still choose to do so in the future.
You will most likely be more conscious of the age and experience gaps, and the tasks you ask others to complete which you could not do as well, than your team members. They will look at the job you do and the interactions you have with them. They do not expect you to be a complete all-rounder, or a perfect manager.
They do expect you to work hard and show some humility where appropriate. The older members of your team will have had plenty of other managers to compare you with, and be well aware quality does not always come with age.
You might be surprised how others enjoy feeling part of your success as you climb the ranks. They like seeing a team leader with whom they had a good experience become the area manager and then a senior leader.
2. Praise goes a long way with everyone
Everyone likes their hard work to be appreciated, whatever their age and experience. You do not have to labour the point with someone who would not enjoy that, but when you see good work you should acknowledge it, thank them and say well done.
If you reserve your praise for those of your age and below, because you think they will be the only ones who want to hear kind words, it will soon be picked up and cause resentment.
Observe the behaviours of the more senior members of staff you respect the most. The best managers make it clear when they see that the standards they expect are met, and are similarly succinct when they are not.
3. Use their experience as an asset
It is no weakness on your part to use the experience of others when a tricky problem needs solving, or if you need some new ideas or options. You do not need to ask them to make decisions, that is your job, but people like to be asked more than you might imagine.
If the most experienced members of a team do not respond when you ask a question to the team then ask them directly if you feel they can contribute. Over time, you want everyone’s input.
You will be more likely to get an answer if you make sure you get the little interactions right. Saying ‘good morning’ and ‘have a good evening’ costs nothing, as does remembering the details about their lives they have told you whether about their family or interests.
Doing so with some eye contact and authenticity will mean you get help when you need it.
4. Know the relevant policies and procedures
Your job as a manager is to apply the procedures fairly. To do so you need to know and understand them. Do not wait for a problem to find out where you need to be looking, or which procedure might apply.
In particular, do not allow yourself to be in a position where an older member of your team knows more than you, especially one who is more likely to push the boundaries. You will be tested so be ready.
When you come across aspects you do not understand, as you will, ask your manager. Your manager needs you to take an interest, not least because poor handling on your part can cost them a lot of time and potentially company money too.
Health, safety and human resources are examples of key areas where you may not have previous experience. Find out where these documents reside and take some time to understand them.
At your level you may not lead a disciplinary investigation or liaise directly with the Health and Safety Executive but you do need to understand your role in the process and what will happen when you pass an issue up the chain.
You do not need to know every paragraph inside out, but you do need a grasp of the basics so that your initial handling of a problem holds up. Demonstrating you know your stuff to the older members of your team can stop a lot of smaller problems from happening.
Finally, you do not need to bend the rules to make them fair. Your manager can advise you on any wriggle room you might have, but otherwise applying them as you see them is what is expected of you as a manager.
5. Do not award them a status they do not have
Age brings experience. It should also mean an improved skill set, and likely improved pay compared to their immediate peers. It does not mean they have an elevated status within the team and you should not award it to them, whether they seek it or not. You are still the manager and any member of the team should expect to carry out any reasonable instruction from you.
The younger members of your team will soon pick up if age has an influence on your decisions, and trust can dissolve very quickly. The older team members may not appreciate it either, they may be quite happy as just another member of the group and not want to be treated any differently.
They may also be mindful that any sign you will treat people differently will also cause them a problem when they bring an issue to you the younger generation might not have, such as with ageing parents or dealing with their own or partner’s health.
Remember that
The less you refer to the age of everyone around you, the better. Do not even give the slightest impression it is a factor in your decision making.
When you feel comfortable, start to look at the next rung on the ladder. Age should not be a barrier to achieving that promotion either.
How can I help you?
1. One to one coaching programmes for senior leaders who are swamped by their jobs so they can thrive in life. Click here to discover where you are on your journey from Frantic to Fulfilled? Just 5 minutes of your time and you will receive a full personalised report with guidance on your next steps.
2. Team coaching programmes - working IN a team is not the same as working AS a team and yet they are often treated as if they are the same. I help teams move from the former to the latter, and generate huge shifts in productivity and outcomes.
3. Talks, workshops and seminars - including topics relevant to the two areas above plus explaining Gen Z to Gen X and dealing with the intergenerational workplace. Speaker showreel here.
