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Started By
Message
managing older, more experienced employees
Posted on 3/26/13 at 11:38 am
Posted on 3/26/13 at 11:38 am
I come here because this seems to be TD's last bastion of professionalism and seriousness.
I am currently a coordinator over an area in our service department (1.5b a year in sales, 10k total employment company). Currently about 9 entry level employees under me in this capacity. There are about 75 total employees in this service department covering admin people, technicians, parts warehouse and sales. We all know each other well.
I was just told yesterday that I was tapped to take over complete management for the facility, all employees, and all functions in about 2 months.
The question lies in that I am young (28), and about half the employees are in their 40's or so and have 15-30 years experience here doing what they do. there are 6 people in particular I anticipate having trouble with because of this. ("who the frick is this kid to tell me what to do")
What are some common things you guys have found that help overcome these kinds of attitudes? What are specific things to avoid? I'm very confident that in the long run by abilities will earn their respect, but I have concerns about the immediate future as we are absorbing another business unit's service functions and it is going to be very fast paced and hectic. I don't want to have to drop the hammer on those individuals if there is a way I can avoid it.
I am currently a coordinator over an area in our service department (1.5b a year in sales, 10k total employment company). Currently about 9 entry level employees under me in this capacity. There are about 75 total employees in this service department covering admin people, technicians, parts warehouse and sales. We all know each other well.
I was just told yesterday that I was tapped to take over complete management for the facility, all employees, and all functions in about 2 months.
The question lies in that I am young (28), and about half the employees are in their 40's or so and have 15-30 years experience here doing what they do. there are 6 people in particular I anticipate having trouble with because of this. ("who the frick is this kid to tell me what to do")
What are some common things you guys have found that help overcome these kinds of attitudes? What are specific things to avoid? I'm very confident that in the long run by abilities will earn their respect, but I have concerns about the immediate future as we are absorbing another business unit's service functions and it is going to be very fast paced and hectic. I don't want to have to drop the hammer on those individuals if there is a way I can avoid it.
11
Posted on 3/26/13 at 11:45 am to TigerFanatic99
Examples are made for a reason. Make one and make it soon after your promotion.
Seriously though -- buy a couple books on the subject and you can get some pretty good advice there.
Seriously though -- buy a couple books on the subject and you can get some pretty good advice there.
Posted on 3/26/13 at 11:49 am to TigerFanatic99
90% of the people I manage are older than me.
Respect them and they will respect you.
Respect them and they will respect you.
Posted on 3/26/13 at 11:50 am to TigerFanatic99
The only sound way I have experienced, RESPECT (from them). The fact that you know them already and they have the experience of knowing the kind of work you do, hopefully you have garnered some respect from them in your job. If they already think you're lousy, they won't change their mind with you as their boss. If they think you do a good job and know what you're about, they'll probably be more in-line with you being over them.
Don't give them any reason to lose respect and they won't. Show them you can do the job, do it well, and you'll be golden.
Don't give them any reason to lose respect and they won't. Show them you can do the job, do it well, and you'll be golden.
Posted on 3/26/13 at 12:02 pm to TigerFanatic99
quote:
managing older, more experienced employees
you need the attitude that you are there to make it easier for them to get their work done so they can make money for the company. Management doesn't make the money (but can sure lose it) This is the additude i have always used, and it has worked for me.
Like others have said, respect the veterans and their opinions and they will respect you. If you are truly knowledgeable of how the company works they will see it. If you are not, then they will see that too....
Posted on 3/26/13 at 1:05 pm to TigerFanatic99
Walk over to them, Unzip your pants, Piss on their shoes and legs. It's the only way to show you have dominance over them. Make sure to eat asparagus before. They will then know who the new Sheriff is.
Posted on 3/26/13 at 1:29 pm to Grouper Picatta
I observed this situation during an internship I had. Interim COO who was abpout 34 and he had guys in their 50s undrr him. He sold them on common objectives and always listened to their thoughts. He made them feel like their experience Was an asset and he was taking their opinion into Consideration . Worked his arse off and got respect and showed respect
Posted on 3/26/13 at 1:55 pm to TigerFanatic99
I agree with all of this. Be accessible to them and show them respect. But don't ever be their friend.
ETA: And go get dirty with them once a month doing grunt work. That will earn you big props.
ETA: And go get dirty with them once a month doing grunt work. That will earn you big props.
This post was edited on 3/26/13 at 1:56 pm
Posted on 3/26/13 at 2:11 pm to TigerFanatic99
Before you meet with your new staff for the first time find out from the previous manager who the worst older employee was.
Following your first group meeting with the staff, ask that employee to stay behind. Fire him/her on the spot and then let him/her walk past the rest of the staff for them to see.
You will never have any problems with the rest of the older employees.....
Then again, maybe you shouldn't do that......
Following your first group meeting with the staff, ask that employee to stay behind. Fire him/her on the spot and then let him/her walk past the rest of the staff for them to see.
You will never have any problems with the rest of the older employees.....
Then again, maybe you shouldn't do that......
Posted on 3/26/13 at 2:28 pm to TigerFanatic99
Much will depend on how mature they are. One of my first jobs involved managing a team of six people, ranging from 35-60, most of whom were suspicious of "management". I was 26. I dove in and did the work with them, showing that I was willing to get my hands dirty too. There's usually a "ringleader" of sorts in a group like that, they key is to get on good terms with that person.
Another time and place as an established team lead (early 30's) in an IT/accounting department, I was introduced to my new team member, who turned out to be the recently-retired commanding officer (Brigadier General) of an Army brigade. Obviously, he had been responsible for far more than I likely ever will be. He was very easy to work with and there was never a problem at all, I took the approach of asking him for advice more often than I actually needed it. He of course would provide it and understood that I had the authority to actually make the decisions.
Another time and place as an established team lead (early 30's) in an IT/accounting department, I was introduced to my new team member, who turned out to be the recently-retired commanding officer (Brigadier General) of an Army brigade. Obviously, he had been responsible for far more than I likely ever will be. He was very easy to work with and there was never a problem at all, I took the approach of asking him for advice more often than I actually needed it. He of course would provide it and understood that I had the authority to actually make the decisions.
Posted on 3/26/13 at 3:45 pm to foshizzle
quote:
Another time and place as an established team lead (early 30's) in an IT/accounting department, I was introduced to my new team member, who turned out to be the recently-retired commanding officer (Brigadier General) of an Army brigade. Obviously, he had been responsible for far more than I likely ever will be. He was very easy to work with and there was never a problem at all, I took the approach of asking him for advice more often than I actually needed it. He of course would provide it and understood that I had the authority to actually make the decisions.
Sounds like my dad in his old job. He was a 2 star (major general) and went to work for corporate then homeland security and he said that his position in the army was a command of 25,000-50,000, more than the entire corporation or government department he got into. People respected that when it came to leading teams and groups that he was the go to guy because he had done it successfully on a larger scale. He is still doing well in the government and getting promotions. Says that it is way easier than the army
This post was edited on 3/26/13 at 3:46 pm
Posted on 3/26/13 at 3:47 pm to Broke
quote:
But don't ever be their friend.
Very good advice. Friends will try to take advantage of the relationship.
Employees do not.
Posted on 3/26/13 at 3:49 pm to TDsngumbo
Respect them and what they bring to the company. Whatever you do though, dont let them walk all over you. Be there early and stay late, make decisions with confidence but always listen to there opinions Remember you are the boss and don't have to explain every detail as to why a decision was made.
This post was edited on 3/26/13 at 3:51 pm
Posted on 3/27/13 at 4:41 am to TheBoo
quote:
90% of the people I manage are older than me. Respect them and they will respect you.
THIS! One thing about older employees. They are there to do a job. If they been there for years, chances are they know there job and chances are you can learn from them. Take time to talk one on one if you have the time and just asked them what is there job and learn each person. They all have problems away from work. That can screw there work up and if you learn about them, you may help them in the work place which will give better work out them. Have a open mine when talking to them. Put yourself in there place when telling them any changes. Don't tell them to just do it! Leadership is a must no matter how old one is. Remember, "fair" only comes around once a year. You are there to make a living just like everybody else. You are there to work, not make friends.
Posted on 3/27/13 at 5:28 am to Broke
quote:
Be accessible to them and show them respect. But don't ever be their friend.
ETA: And go get dirty with them once a month doing grunt work. That will earn you big props.
This is 100% spot on. And this part: don't ever be their friend is one of the hardest rules to live by, but it's crucial.
Early in my career, I had a manager whom I really admired and respected, who also worked with my father years ago. He refused to grab a meal after work to celebrate a sale. And never discussed personal life outside of formal pleasantries such as "hey, how's the family" or "How's your dad doing". He was and is one of the best salespeople I've ever seen, and he's a hell of a teacher. He was never to busy to talk about business, but if I started bringing up football scores, he'd quickly change the subject.
He used to say "Hey buddy, I like you, you're a great guy. But we're here to MAKE MONEY, and if you don't produce, I will fire you". "You're like Old Yeller, I may enjoy and appreciate the hell out of you, but if you get rabies, I'll have to put one behind your ear and go find a new puppy".
He's a Texan, so he had to make a firearm reference I guess
Posted on 3/27/13 at 8:31 am to TigerFanatic99
Ask each older employee how many points they have towards retirement at this point...
Posted on 3/27/13 at 9:14 am to Dark Tiger
Are there serious issues with performance of the unit you'll supervise? I think the first thing you do is speak with whoever's hiring you and ask them what their opinion of things are in that unit as they stand currently. Then ask them if there are any issues that you aren't aware of.
We're missing some context in this story of course as we don't know why your predecessor in this job is leaving.
But bottom line, more than likely, they're not going to lean on you to reinvent the wheel. If you have a big meeting, stress EXACTLY that. You're not there to put your stamp on things or make examples of anyone.
Then start doing a great job of listening. Your soft skills are gonna be more important than before. Actively listening not just to complaints and problems, but the type of personalities you're going to be working with and that will be working for you.
Knowing how to deliver news-good or bad-and how people need to be motivated, corrected, praised or scolded is key to success.
Finally...don't go out of your way to praise people. If it isn't genuine, in my personal opinion, its worse than no praise at all. I HATE when people give you kudos because they think its something they need to do every so often, or mark off a mental checklist.
Just some high-level thoughts.
We're missing some context in this story of course as we don't know why your predecessor in this job is leaving.
But bottom line, more than likely, they're not going to lean on you to reinvent the wheel. If you have a big meeting, stress EXACTLY that. You're not there to put your stamp on things or make examples of anyone.
Then start doing a great job of listening. Your soft skills are gonna be more important than before. Actively listening not just to complaints and problems, but the type of personalities you're going to be working with and that will be working for you.
Knowing how to deliver news-good or bad-and how people need to be motivated, corrected, praised or scolded is key to success.
Finally...don't go out of your way to praise people. If it isn't genuine, in my personal opinion, its worse than no praise at all. I HATE when people give you kudos because they think its something they need to do every so often, or mark off a mental checklist.
Just some high-level thoughts.
Posted on 3/27/13 at 9:29 am to GFunk
quote:
don't go out of your way to praise people. If it isn't genuine, in my personal opinion, its worse than no praise at all
Agreed. A job done well should be recognized, but overdoing it will make real praise impossible to be taken seriously.
Posted on 3/27/13 at 10:41 am to foshizzle
quote:
foshizzle
quote:
Agreed. A job done well should be recognized, but overdoing it will make real praise impossible to be taken seriously.
One of the best manager's I ever had didn't know how to praise. His version of it was taking a great month in commissions and pointing out the potential sales issues that came up with each loan that I closed.
I knew that was just his way. If he weren't dissecting my success, he wouldn't care about it. To me the recognition was apparent, and that's all I really need. Taking the time to give constructive criticism is enough.
But I'm wired differently than many.
Others just gave it like they had some list of to-do's for the day. That's what I don't suffer well. Don't fake it.
Just be genuine in other words.
Posted on 3/27/13 at 11:04 am to GFunk
Great stuff all around in here. I dealt with this as well at a fairly young age (26). The key word in all of these responses is respect. Respect their knowledge and experience in what they do. Just dont go in there with this "I'm in charge now, my way or the highway" attitude, or you'll lose them quick. And your job will be hell. Good luck! 
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