Are you managing older team members? Much older even?
Here are 5 tips you should 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.
You will most likely be more conscious of the age and experience gaps between you and older staff, and the tasks you ask others to complete which you could not do as well. Your team 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 may not enjoy that, but when you see good work you should acknowledge it, thank your colleague 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 noticed and cause resentment.
Watch the behaviours of the more senior members of staff who you respect the most. The best managers are clear about how they feel when they see that the standards they expect are met, and are similarly succinct when they are not.
3. Use the experience of older colleagues 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 your team members to take 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 your colleagues lives (e.g. what they have told you about their family or their 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 of a policy you may 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.
The key areas are frequently health, safety and human resources. 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 HSE 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 older colleagues 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 (that the younger generation might not have), such as looking after aging parents or dealing with their own or partner’s health.
