6 strategies to supervise the older people from you

Last month, Priyana got an upgrade at work that turned out to be a mixed blessing. Its new role was presented, a new office, a new title, and a larger power. Soon I discovered that the negative side is that she now supervised colleagues who were older and more experienced than she was. She had no idea that it would be very difficult for those who are 50 years old and were older to follow a 28 -year -old. She was talented enough to lead her (in fact, she was more than eligible in terms of ability), but she was not eligible according to the standards of her teammates. Age and experience were still the best reasons for promotions, in their minds.

This happens on a frequent basis.

According to studies from Deloitte, Zapier and Harvard Business Review, about 60 to 62 percent of the millennial generation are currently occupying administrative positions and driving teams with direct reports. The new children are no longer on the mass. The majority lead others. “The average age of the director for the first time in the United States is about 30 years old, a general teacher who has now reached half of the millennial generation. In fact, a recent study found that 83 percent of American employees have already witnessed the millennial generation running births and generals Xers in their offices.”

Let me make six suggestions to anyone who leads people older than them.

1. It leads from the basis of humility.

command Expert John Maxwell Fresh rented me out of college in 1983. He was older and wise than me, and still. In my first year, I monitored two programs less than my star. I knew if I talked to John about them, I could explain me as an arrogant and known child. But I also knew that he was only satisfied with excellence. I decided to talk to him. Then I learned the power of humility. I won today because of two options I made. First, I made sure that the meeting was private, and secondly, approaching it with absolute humility. I assumed that he was already familiar with the issues and was at the head. I also concluded that I was loyal to his leadership. I offered my help if I need it. At that point, John put me two parts, and he bowed to me to lead in those areas. Anyless time you lead or influence older colleagues, your approach is less important than your abilities.

2. Make the mental jump.

I know the teachers who were promoted to be school principals and failed to move from “friends” to “my managers” with the peer group. When you are promoted, make sure and promote yourself mentally and emotionally. Along with humility, you need to show your individuals that you are confident. Driving expert Michael Watkins wrote, “When you move from driving a job to the leadership of the institution, you should move in a difficult set of changes in your focus and skills in your leadership,” Driving expert Michael Watkins wrote. Goals.

3. Meet immediately to discuss the new expectations.

Benjamin Laker and his team explains, “When you are added to a role above the people you ignore, things can become embarrassing. You want to maintain these relationships, but you must also make decisions that prefer the team’s interests over any one employee. To treat everyone on an equal footing and cannot play favorite.

4. The target management.

Nobody likes to be miniature, especially a colleague greater than his boss. Believe it or not, some can feel like a parent who is informed of what to do by their child. Therefore, when you give a task for an older colleague, do your best to exchange the task results and allow them to be freedom to reach this goal in their own way, when it is possible. This transmits confidence and recognizes the value of their experience and perspective. After all, if reaching your goal is what matters most, then why not give them dignity by allowing them to obtain some ownership of the strategy? Make the task, not the method, sacred.

5. Obtaining individual alignment.

I suggest that you meet quickly with direct reports that are greater than you. Find their inputs, but do not finish the meeting until you are on the same page. Let them know that you appreciate their ideas and experience. “Talk about your vision and goals for the team. Remember that it comes with experience, and their experience can help you improve your thoughts.” This forces you to check for insecurity. Ask yourself: If I cannot oversee this team, do the promotional supervisor give me? Of course not. Lead the charge, but do so as soon as you meet individually with your teammates.

6. Work on your own Emotional intelligence.

The higher in the organizational plan, the more you need a high emotion intelligence. Your EQ may be more important than your intelligence rate. Your new role provides the opportunity to direct people in their tasks, but before that, it gives you the opportunity to ask questions and listen well. This earns your right to influence people through the relationship instead of the situation. When I launched a non -profit organization called the growing leaders in 2003, I was among the youngest in the room in our board of directors. I have set the speed by doing more listening from the conversation, asking many questions as I did in reporting, and focusing on learning more than teaching. I worked. I received a lot of wisdom Of these wonderful men and women. My advice? Start by telling them that you are proud of their experience and you will always think about their inputs. This wins the heart level.

John Maxwell used to say: “You have to give in to going.” There are sacrifices to make and steps to take on the way to success as a young leader.

To learn more about management across generations, search for my new book, The future begins with Z: nine strategies to drive the generation Z because it disturbs the workplace, That will be issued this fall.