There is much value in engaging a diverse workforce, including attracting and retaining team members of different ages and work life stages. For younger manager as well as older workers, this can sometimes feel challenging.
In a new acting manager role in my early thirties, I found myself overseeing a team of dynamic professionals working in the social justice sector. It was both exciting and nerve-wracking, trying to balance the organisation’s needs with the individual needs of vocal staff, some of whom were 20 years older than me. One of the most significant challenges I faced was learning to manage their professional needs while also managing my own internal reactions, which fluctuated between satisfaction, frustration, and moments of imposter syndrome.
Fast forward a couple of decades, and as a clinical supervisor and workplace and leadership coach, I now take great pleasure in supporting people in their early management careers. Many Gen Y new managers are great at their new job. They are often passionate, engaged, clear communicators, professional, aware of their leadership style and open to learning, and they also express similar concerns about managing some team dynamics, especially with some experienced older workers. After interesting discussions with them as well as older workers, I want to share some of the shared insights around managing older workers here.
Things to Consider
1. Understanding Ageism
Older workers, especially those over 50, often experience age-related discrimination in the workplace. This can manifest in stereotyping, being undervalued, or even being excluded from certain opportunities e.g. if they work part time as they transition to retirement. It’s also harder for older workers to find new employment. These experiences may influence how they present themselves in the workplace.
TIP: Be mindful of the challenges older employees may have faced to secure their current job and how they might experience discrimination or exclusion within your team or organisation. For more on this important topic, refer to humanrights.gov.au/olderworkers.
2. Bridging the Age Gap
Intergenerational misunderstandings or conflicts can arise in workplaces when team members were born into different generations, and experienced different work norms, values and work styles. As a result, some older workers may feel devalued and sidelined by managers of a different generation, and younger workers, including new managers, may feel dismissed by older team members.
Generational Norms and Stereotypes – How true is this for you? or Not?
Baby Boomers 1946- 64 (over 60)
- Goal oriented, ambitious, mentoring, shared responsibility, respect for authority, dislike hierarchy, consensus building.
- Need: money, flexibility, peer recognition
Generation X 1965 – 1981 (50s and 60s)
- Fair, competent, straightforward, honest, work-life balance, egalitarian over authority, enjoy challenge and change, face -to-face meetings, collaboration, information sharing
- Need: work independently with minimal supervision, recognition, flexible schedules
Gen Y Millennials 1982- 2000 (20s to early 40’s)
- Optimistic, team orientated, collective action, fun workplaces, fast paced interaction, value diversity, prefer immediate feedback, flat management style, electronic communication
- Need: collaboration, movement, skills training for motivation
Although intergenerational difference can play out in teams, The Australian Human Rights Commission reminds us that the primary focus should always be on individual skills, strengths and needs, rather than focusing solely on age or generational differences.
TIP: Consider that older employees might have different work preferences to younger employees, or they may not. Everyone has unique needs. Do your older team members benefit from regular, structured meetings, need more independence, like to be consulted and engaged in work related discussions or thrive on flexibility? Or do they like nothing more than after work socials and fast response text communication. Tailoring your approach to any staff member can help bridge potential age gaps and demonstrate acknowledgement and respect for uniqueness needs.
3. What Motivates Older Workers
Older workers are staying in or returning to the workforce for various reasons, including economic necessity, personal fulfillment, or social factors. Some may be in senior positions, while others may take on junior roles to reduce stress or achieve a better work-life balance as they transition into retirement. Regardless of their current position and level, they bring a wealth of experience and skills to the team.
TIP: Even if older workers are in junior roles, their experience can be invaluable. Tap into that by providing meaningful opportunities to contribute and feel respected. Providing opportunities for older workers to engage more fully is likely to positively impact on themselves, you and the team.
Things You Can Do
1. Face Challenging Conversations
Managing someone more experienced than you can be daunting, especially if they express strong opinions or seem to challenge your authority. Some new managers discussed communication challenges with older workers who were vocal and opinionated, didn’t seem to take direction well and/or seemed patronizing. This left the new managers feeling disrespected and lacking in confidence. This communication may feel like an attempt to undermine your role, and it might be, but it could also be their way of seeking recognition and engagement.
It is important to know your staff as individuals. What drives them, motivates them, creates pain points at work? How do they connect with the team and the work? Become a person-centered leader by listening and asking questions to better understand their communication style and how they want to be involved. Then address any performance management issues if needed. Address concerns directly and consider seeking leadership coaching to refine your approach to become a more person-centred manager.
2. Conduct a Skills Audit
When was the last time you looked at your employees’ resumes? Review their skills from previous roles to identify opportunities where their expertise can be utilized or stretched within your team. This is relevant to employees of all ages but sometimes your older team members will have a breadth of experiences that could be surprising, including major career changes.
3. Encourage Mentoring Opportunities
Older workers may be motivated to mentor others as a way of giving back as they hit the later stage of their career. Consider creating mentoring opportunities for them to share their knowledge, either through training, peer support or clinical supervision. Reverse mentoring can also be beneficial, where younger staff share knowledge (e.g. technology skills or LGBTIQ) with older colleagues, fostering inclusivity and respect. Reciprocal mentoring, a mutual mentoring between older workers and junior workers or new employees, breaks through age barriers and can improve communication and team engagement.
4. Develop an Intergenerational Team
Celebrate the diversity each team member brings, regardless of age. An inclusive workplace culture that values each individual’s strengths is far more productive than focusing on generational differences.
5. Implement Best Practice Guidelines
When managing older team members, prioritise flexibility and task matching. This could mean encouraging self-directed work, allowing time for health-related appointments, or offering training opportunities. Being mindful of physical limitations, menopause, or other health considerations is essential for maintaining a supportive environment.
6. Value Your Own Skills
It’s normal to experience feelings of imposter syndrome, especially when working with more experienced colleagues. But remember, you bring your own unique skills and expertise. Reflect on your accomplishments and why you’ve been chosen for your role. Consider leadership courses, professional development, clinical supervision and leadership coaching to build confidence in your management abilities to become a person-centred leader.
Conclusion
Managing a team that includes older, more experienced workers can be both a challenging and rewarding experience, especially for newer managers. By recognizing the value of diverse intergenerational strengths and maintaining a person-centered approach, managers can foster an inclusive environment that leverages the unique skills of each team member. Embracing open communication, offering flexibility, and creating opportunities for mentorship enrich the workplace for everyone. As you grow in your role, remember to value your skills and the strengths you bring to leadership, building a foundation of respect and collaboration across generations.
For support in a new leadership position, feel free to contact me for leadership supervision or coaching.
About Melinda Austen
Melinda Austen is a clinical supervisor and workplace and leadership coach with over three decades of clinical experience working with refugees, asylum seekers, Defence veterans, Police and couples. She now helps the helpers. Melinda supports colleagues, including social workers, clinicians and other professionals such as lawyers and allied health who work with vulnerable clients. In her supervision and workplace coaching practice at person2person Consulting, she is driven by a desire to help people foster healthy, productive teams and thrive in their work. www.person2personconsulting.com