“Are you the new intern?”
- Twelve Things to Never Say to Older or Younger Co-WorkersThe election of President Barack Obama in 2008 resulted in a historical event in our country, and created a new reality for me. For the first time in my life the President of the United States was younger than me! The same generational dynamic is true in the workplace – more and more of the aging workforce will soon be reporting to younger bosses.
We often hear the term “older and wiser” to describe experienced leaders, but leadership effectiveness is not always connected to seniority. I have observed, and worked for, leaders who were long in tenure but short in leadership mastery.
I have been fortunate to work for younger bosses who challenged and encouraged my professional growth. My personal challenge was to embrace a new mindset regarding age and effectiveness – in other words, to not judge a book by its cover when it comes to younger leaders.
It's a changing dynamic for a lot of us. Nearly 70 percent of workers over age 55 have a younger boss, and a third of our entire workforce works for someone younger than they are, according to a recent CareerBuilder study. These generation gaps require younger bosses and older workers to resist stereotypes, and to gain understanding of their similarities and differences to become effective partners.
For the younger boss, a first step is to understand the biases frequently associated with older workers. "Why is this guy not further along in his career?" “This job involves a lot of travel - I’m not sure she has the energy.” The reality is that senior workers frequently have great knowledge, loyalty, and networks to provide great value.
The older worker may perceive inadequacy in their younger boss, such as lack of experience or maturity. Envy can be a driver as well – “She was promoted after three years - I had to wait ten years.” Older workers who move past these negative perceptions realize younger leaders can offer new perspectives to drive their growth in a positive direction.
This is not a phase – the new workplace reality is that workers today plan to work well beyond their traditional retirement date. A 2014 Transamerica study found 65% of workers plan to work past 65 or don’t plan to ever retire. This trend toward eternal employment will create more age gaps and require greater understanding by both young and old to reframe this reality from challenge to opportunity.
My first experience with a younger boss was positive and exceeded my expectations. However, I was skeptical at first. My initial reaction was - what could I possibly learn from this younger leader? During our first meeting she shared her respect for my career success, and challenged me to learn all I could about technology. She also revealed her vulnerability, as her developmental needs were business acumen and leadership skills – she asked for my help. In return, I committed to get out of my generalist comfort zone and let her teach me the technical side of the business. We became partners in growth and results.
Three keys to working effectively with a younger boss:
Park your Resentment
Envy can drive a wedge between an older worker and a younger manager. Acknowledge their leadership role and move on. Remember, leaders above your boss are watching your behavior in accepting and supporting their new leader.
Clarify Expectations
A younger boss may initially be reluctant to share expectations with you, out of respect for your experience. Be proactive and collaborate with your new boss to understand their needs. For example, you may need to adapt to a new communication style - face to face meetings may become emails, phone calls, or texts.
Earn their Respect
Don’t expect your younger boss to automatically revere your many past accomplishments. All leaders wonder “what has this person done for me lately?” Your credibility will be tested, not assumed, and seize this opportunity to demonstrate how you add value. Adopt a reverse mentoring position – help your new boss understand the history, technical aspects, and political challenges of your organization.
The path to professional growth relies on continuous learning and adaptability. Embrace your new leader by honoring their expertise, building mutual expectations, and earning respect through current value rather than past accomplishments. Open your mind and close the gap.
