Working with subordinates elder to you

It is indeed a daunting task to maintain a steady career ascent, particularly for newly-appointed supervisors and team leaders. Their competency revolves around their capability to not only manage and superintend, but also steer their teams and others too to attain similar, shared premeditated objectives. Newly-appointed managers could well be younger to many subordinate to them. And hence, to exercise command and control over elderly subordinates can be a rather challenging task. But for such assignments to create any sort of worry or tension is definitely not desirable.

Handling subordinates who are elder to you is the most vexed management problem that organisations face. This is primarily because of two factors – value differentials and veneration deficiency. From the perspective of the elder lot, you are not deemed to be certified to superintend them. However, it has been found that people required to cope with aggressive seniors generally adopt flawed procedures to address issues. Therefore, situations tend to get intensified. Under such situations, it becomes necessary to have in place a long-term line of action. There is no place for an instinctive approach to things.

Issues that plague elderly subordinates cannot be said to be inexplicable and unsolvable. Such people can always be made useful team players. It is all a question of how you view them and if you do so with a positive outlook, you will always hold their experience in high regard and prefer them to work under you. To overcome any misgivings that you may have, the following guidelines can be of great help:

· Requirements & wishes need delving into: You cannot brand all elderly subordinates as a group of dissidents. Each one of them needs to be handled in a separate manner, depending upon the circumstances. People who are about to attain the age of superannuation are unlike to modify their stances because they understand that they cannot be dismissed and that they have no growth avenues left. Because of their age, they will understandably be handicapped in their physical capabilities as also urgencies. They will always be reluctant to stay back after office hours or undertake activities that could drain them out.

· Display deference & reverence: There is no place on this earth where the elderly are not required to be treated with respect. Norms of propriety demand that they never be shouted at, even if they have erred. Rather than configuring your directives as words of command, you need to make them into requests and solicitations. You will be able to elicit a more cooperative acquiescence. Though everybody expects to be treated likewise, the elderly invariably harbour a stronger desire in this context.

· During initial period acting with promptitude is essential: The initial two or three months are always going to be critical for you. You need to establish your authority and always conduct yourself assertively and determinedly. People will accept changes, modifications and alterations because they would be expecting them and get used to it. But if you try to maintain things as they stood, they will always be hostile to change.

· Regard their experience with admiration: Learning from experience, even if it is of others is the best learning experience. You should not regard elderly subordinates as people with outdated beliefs and not treat them with disdain. A flexible approach in their context will work wonders. An aura of concern and generosity generated around them will lead to greater cooperation by them. You must genuinely value their presence in your team; asking them for recommendations will not be out of place because the final decision about anything has to be yours. If required, they can be made to attend special training programmes. However, any form of uncooperative behaviour should not be condoned for evident reasons.

· Maintain your own poise & self-assuredness: Older employees are generally disbelieving in the ingenuity and initiatives of youngsters, particularly young bosses. In dealing with them, you will have to mind your language, including non-verbal communications. Remember that you have become a boss on your merit and hence should not feel apprehensive of being overshadowed by elderly subordinates because of the greater number of years of service they have. Every action by you should demonstrate your willingness to keep organisational interests above everything else.

· Originate mutual objectives: Age is of no consequence when it comes to objectives. You will have to create common objectives so that an environment of trust and openness is brought about. Remember that you are not the only creative thinker or futurist going around; your efforts should be directed to ensure that your visualisations and foresight are comprehended and shared by everybody. It is up to you to adopt strategies that make elderly subordinates willing workers towards accomplishment of the shared objectives.

Remember that people are people and will remain so. Simply if a person is elder to you but happens to be in a subordinate position, it does not mean he or she does not seek understanding, individual dignity, honour and recognition. As a senior, though you may be young, you need to deliver truthful leadership where you are the pillar of encouragement and they are the icons. And when you do so, their age automatically becomes a beside the point factor.