Age no bar for being a boss
FRESH from the IIM, Ashutosh was the envy of his friends when he landed a plum managerial position in a global conglomerate. He was expected to lead a team of people comprising of ages ranging from twenty to forty five; people with varied skill sets, diverse aspirations and different responsibilities. Although he was a capable and knowledgeable manager, he found it distinctly uncomfortable to be `bossing over' people more than double his age. He was conscious of being the outsider in their circle. He found it embarrassing to be giving out orders, was never sure how to address them, or how to deal with them when they refused to take him seriously. His older subordinates too were not making things any easier for him. They had been with the organisation for a long while now, and were sceptical of the young newcomer and his abilities.
An inexperienced manager may find it painfully embarrassing to be supervising older subordinates. But at a time when older workers are increasingly returning to the workforce to work alongside, and quite possibly under the leadership of a fast young generation, surmounting challenges such as these should be viewed as a kind of rite of passage ensuring the transition from newcomer to a savvy manager.
Here are suggestions to clear some of the early hiccups that accompany such a situation.
There is no need to be diffident about your position as boss. You have been appointed only because your employers feel that your abilities and merit override the age consideration. Handing out orders to an older person can be a bit awkward at first, but with a little interpersonal finesse, the initial awkwardness can be overcome.
Do keep things in perspective. Sometimes, acknowledging the difference in ages (especially when the gap is significant) is a good thing. Your attitude and way of doing things is bound to be different from theirs. When both recognise and accept this, it can pave the path for mutual understanding and co-operation. Express empathy if an older person seems uncomfortable accepting orders from you, and go out of your way to establish a rapport with him or her. Be respectful and polite in your address. There might be situations where you have to be firm and put your foot down to establish your authority. But it is imperative do so without compromising on respect and common courtesy. A patronising or condescending attitude is not going to go well with older people.
No doubt you are bristling with energy and enthusiasm to introduce new systems and reform old ways of doing things, but it is important to be mindful of the feelings of your older subordinates. Older people naturally tend to be suspicious and change resistant. Trying to do too many things at once before you have won their confidence could raise their hackles. In the long run, you are going to need the cooperation and support of these people and it is best to establish a feeling of understanding and camaraderie before you try anything drastic.
They are not comfortable either working under a supervisor half their age. Put them at ease. Be confident and approachable at the same time. Acknowledge your mistakes and ask for inputs, suggestions and solicit their help and assistance when you need it sans any hesitation.
You can benefit from their experience and wisdom, and even if you decide in the end not to accept or defer to what they have to say, welcoming their participation increases their self-worth and makes them feel valued and appreciated.
Age is only an initial barrier. In the end, everyone appreciates a good leader. Once you prove your mettle and show them that you are a confident leader, an approachable and genuinely concerned colleague-age is no bar in the workplace.
BINDU SRIDHAR
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