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Who’s Managing Whom?
By aheinrich | May 26, 2010
Imagine this workplace scenario. You work for a company run by a member of the Silent Generation – those born between 1925 and 1944. Let’s say he or she is in their late 60s or early 70s. You are in your late 30s, which makes you a member of Generation X, and you are managed by a member of the baby boomer set; let’s say someone in their late 40s. You manage several staff who are in their early to mid-20s or Gen Y-ers. That may sound typical, following what would normally have occurred in a fairly traditional company.
In fact, according to a Career Builder Survey, this scenario, as typical as it may sound, is actually far from typical. That survey found 43 percent of workers ages 35 and older currently work for younger bosses, as do 53 percent of workers ages 45 and up, and 69 percent of workers who are 55 or older. That means not only are Baby Boomers being managed by Gen X or Gen Y, but sometimes the age gap can even result in a Gen X-er reporting to a Millennial manager.
What this has done has created some very unique management challenges. In particular, the survey also found that a significant percentage of workers (16 percent) who were 25 to 34 said they found it difficult to take direction from a younger boss, but only five percent of workers age 55 and up had problems with it.
Complaints about younger managers run the gamut and include micromanagement, a sense of entitlement, favoritism with younger colleagues, and not giving enough direction. Sound familiar?
These are age old and ageless management problems that people with advanced degrees, colleges with massive research budgets, and consultants with $500/hour billing rates have been trying to solve since some guy managing the fire told another guy to go get more wood.
It should be no surprise that you could be managing people who may not like you or you could be managed by a boss you believe doesn’t deserve his or her position. Most of us have or will be in one of these situations at some point in our career. Rather than fight either situation, imagine an alternative one where the tables could be turned—you’re the younger boss managing an employee either close to your age or much older, or you’re the one being managed. Then do everything you can to be the manager who’d get you to do your best work and the employee who’d do the best work for you. That isn’t a multi-step process, but it’s one many people of all ages have trouble taking the first step toward.
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