I remember the first time I felt old as a manager — more than 10 years ago now. It was at a lunch with my new team when I mentioned the first “45” I bought with my own money as a kid. One of my direct reports, who was 10 years younger than me, looked at me blank-faced and asked, “What is a 45?” She had never seen the single-song vinyl record format. We came from different worlds. On the same team, I had another direct report who was 30 years older than me. She was quick to answer my question about her first 45, but I had never heard of the song or the artist. Over the next couple of years I had what I perceived as serious “generational issues” on my team. I learned a few lessons about managing across the generational divide.
The Key to Preventing Generational Tension Is Remembering That Everyone Wants to Feel Valued
Signal that you’re interested in everyone’s contributions, regardless of age.
July 16, 2018
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Summary.
Generational differences are real, but we tend to make too much of them. If the way you are managing the older or younger members of your team is overtly or subliminally signaling that you don’t value them, you will surely see the symptoms of hurt feelings: resistance, disengagement, anger, or insubordination. Take some time to consider each of your direct reports as a whole person. One thing you can count on is that regardless of age, everyone wants to be valued. Start by engaging each person in a conversation that demonstrates that you’re interested in their thoughts. If you listen openly, you’ll hear insights you can act on. For most people, young or old, seeing their ideas in action will reduce resistance and start to bridge any perceived generational divide.