With many young people becoming entrepreneurs and even managers at a very young age, leading people older than you can feel like walking a tightrope. It’s a balancing act between earning respect, asserting authority, and fostering collaboration without falling into common pitfalls of insecurity or overcompensation.
While it may seem intimidating, leading older individuals can be an incredibly rewarding experience when approached thoughtfully and strategically.
Acknowledge expertise, don’t compete with it
Older team members bring years of experience, and the key is to leverage that rather than compete with it. Research from the Center for Creative Leadership (CCL) highlights that one of the common pitfalls young managers fall into is the tendency to overexert authority or downplay the expertise of older colleagues. A leader who recognizes and appreciates their team’s depth of knowledge is more likely to earn their respect.
A study by Gallup found that managers who foster an inclusive environment see a 27% increase in team productivity. This starts with acknowledging that you don’t have all the answers and creating space for older team members to share their insights. By positioning yourself as someone who values their input, you establish credibility and trust without undermining your own authority.
Embrace emotional intelligence
Emotional intelligence (EQ) is a critical factor in leadership success, especially when managing older employees. A study by TalentSmart found that leaders with high emotional intelligence create an environment of cooperation and reduce employee turnover by as much as 25%.
Leading older team members requires heightened sensitivity to generational differences, workplace dynamics, and personal values. Older employees may have distinct communication preferences and might value more traditional hierarchies, while younger leaders often lean towards collaborative environments. A leader who can read the room and tailor their approach based on the emotional needs of their team will thrive in this dynamic.
Balance authority with humility
One common mistake young leaders make is trying too hard to prove they’re in charge. According to research from Harvard Business Review, leaders who focus on humility and servant leadership—rather than assertive dominance—are more successful, especially in managing older employees. The research found that leaders who demonstrated humility and a willingness to listen had a 20% higher performance rating from their teams.
Balancing authority with humility means being confident in your decisions while also being open to feedback and willing to adapt. You don’t need to be the loudest voice in the room to be effective. Instead, clear communication, setting expectations, and actively seeking input from older employees will establish a culture of respect.
Avoid age-related stereotypes
Age-related stereotypes can lead to unnecessary tension in the workplace. The assumption that older employees are resistant to change, less tech-savvy, or not as driven can cause rifts between generations.
Instead of focusing on age, focus on individual strengths and the unique value each person brings to the table. Older employees may have a wealth of institutional knowledge, while younger leaders often bring innovative ideas and a fresh perspective. A blend of both can result in a more dynamic and productive team.
Invest in continuous learning for everyone
In today’s world, the need for continuous learning applies to everyone, regardless of age. The World Economic Forum reports that by 2025, 50% of employees will need reskilling, highlighting the importance of lifelong learning.
As a leader, you can encourage an atmosphere of growth by offering opportunities for professional development to all team members. This levels the playing field and fosters a culture where everyone is expected to learn and grow, regardless of age. Leading by example—by staying up-to-date with trends and seeking out mentorship from older employees—will help you gain credibility and reinforce a collaborative work culture.
Find common ground
Despite generational differences, people of all ages typically want the same things from a leader: respect, recognition, and the opportunity to grow. A study by PwC found that regardless of age, 65% of employees feel valued when they are trusted and given autonomy in their roles. Finding this common ground, and focusing on shared goals and values, helps bridge the generational gap.
