A blogger up for a new postition recently posed this question to Aubrey: How would you advise approaching and managing a new staff that could possibly be older than you? Aubrey’s Answer
My advice on your question is:
1. You don’t manage people older than you any different than people younger than you. If you know the positive reinforcers for each employee and are able to deliver them contingently, age is irrelevant. The kinds of reinforcers that are effective for older people are often different than younger ones but not necessarily. Of course that is true of all. Every person is unique in that regard. Read more on finding and creating reinforcers in my book Performance Management.
2. When I was in the Army, many of the soldiers and most of the
sergeants and non-commissioned officers were older than me. After
making several mistakes by listening to what turned out to be bad
advice, my Captain counseled me that I was chosen to be an officer for a reason. That is, that my training, experience and ability to manage people was better for the job than those that I managed. If you are chosen for the job you need to understand that you have skills, personal and technical, that position you to do the job better than the incumbents. Go with confidence.
3. One final point. When you go into the job you can position yourself as a positive reinforcer to young and old if you let them teach you something. Let them show you how they do their job and what they are good at doing. Rather than start by telling them how you are going to change things, be a student first.
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May 17, 2009 at 5:04 am
I’m in this situation leading an older staff, on top of everything in Japan!
As an old fan and follower of Aubrey’s, I’m happy to report that I have been able to create an R+ based environment in a previously very traditionally negative reinforcement based Japanese company (the 13 person Japanese subsidiary of a U.S. client company).
Our results are that we have made revenue of 14% above goal (of 10% above last year) for five months straight. This, in an industry where the expectation this year was 3% versus last year! We’ve got a sales activity reporting chart on our wall, showing having reached 125% of activity goals in month four of six, to back up our revenue results!
Finally, Aubrey, happy birthday!
Taka Amano
President, AMANO Business Development LLC
Silver Spring, Maryland
May 17, 2009 at 2:02 pm
I think you do have to consider that some of the “older” personnel might feel punished by anyone being given a position for which they considered themselves qualified. And you have to remember that not everyone considers punishment (being passed over) a learning opportunity. The age factor could be something which makes their punishment feel even more painful. So, it makes getting to know the individuals you will manage even more important.
Most people want the boss to succeed because they want to be part of a successful organization. For them reinforcement is the key to keeping them focused on the activities that are essential to success. But, where there are those who would drag anchor or who would be obstructive, I think you have to be prepared to use other consequences.
I think its important to remember a few points:
1. The ones who feel punished will be few in number.
2. The ones who use age as the basis for their resentment and, in turn, create a problem for you are even fewer in number.
3. If you have one of these individuals, work hard with the rest of your crew to immunize them against the negativism that will come from this person. This requires a lot of contingent reinforcement.
4. Don’t be afraid to confront any undesirable behaviors from this person or others. Be prepared for them to be defensive and even for them to take the offensive in pointing out your faults. Just keep the conversation on their behavior, not their personality.
5. Be grateful for all the individuals who will give you the benefit of the doubt about age–and other factors–and work to insure they get recognition for all their good work.
If anyone make age the issue, remember: its not the issue!
Jamie Daniels