It’s been said that with age comes responsibility so it comes as a surprise to some workers that many companies are hiring young workers to manage the older and more experienced ones. But in an economic downturn it makes sense that older workers get shed from company payroll to be replaced by younger workers with less experience and less onerous salary demands. And for some this isn’t always been a bad thing. A research conducted by The Family and Work Institute reflects a surprisingly positive opinion of younger bosses from their older subordinates. Majority of the older employees with younger employers believed that their young bosses were more
competent, and more responsive, and more supportive of their needs than managers of any other generation. Fifty-nine percent of Gen X and Baby Boomer employees believed that their young bosses were competent and capable, and an astounding 79 percent of Matures (aged 60 and over) believed that their young bosses were competent and capable in their positions.
“I appreciate the way she has come up to sit in that position. One thing I get to learn from her is to innovate. I get to know the latest way of looking at the world and the business, which we never did when I was of her age,” says Prashanth S, senior manager at CareerBuilder.com. “We were assertive then and very aggressive now. The current market needs aggression, which she infuses.”
Still this does not belie the fact that many of the older workers are not always enthused about having to report to a younger figure of authority. For many who are old enough to be the young boss’ parent, taking direction from a “kid” is a bitter pill to swallow. Research also indicates that Baby Boomers are typically the generation at most odds with the conflicting management styles of the Gen Y group.
With the ever-changing face of the workplace environment, some employees are finding it difficult to contend with the colliding ethics of the multi-generational work force.
Anything you can do, I can do better
Often times, an older employee facing a manager decades younger feels that they have more knowledge and expertise for the position. The young boss may feel threatened and feel his confidence diminish in the presence of an older subordinate.
“I had several younger bosses. I’m not inclined to repeat the experience,” says Deni Tavares, advisor at Cultivating Our Sisterhood International Association (COSIA), an organization dedicated to empowering women and youth. “It’s a case of ‘they don’t know what they don’t know’ which is a problem within any work environment,” she says.
Workplace conduct is largely dependent on one’s opinion of one another so a young boss, especially if it’s a first time in a management position may feel inclined to overcompensate and distrust any employee, young or old, who question his authority.
According to Rick Brenner, management consultant based in Cambridge, Mass, trouble can develop “if the boss feels it necessary to assert dominance over the capable older subordinate— the boss can feel threatened. This can lead the boss to behave in ways that are insulting to or demeaning for the subordinate,” he says.
Some examples of inexperienced young boss conduct may include refusing to be accountable for his mistakes, or blaming others for them, Brenner says.
And while there are particular issues at stake for a young boss managing an older staff, the bottom line is that anyone in a leadership role is bound to feel offended if people underneath him question his capacity to lead.
Trust is the best advice here. While the elder statesman may have all the answers, it’s important to realize that someone else might also have those answers but reach them in a new and different way. It could take a little longer but any employee, old or young, should trust and wait for the young manager to figure things out.
Th know-it-all who knows very little
“If a young boss comes into the job with the attitude that they know it all, they will undoubtedly run into problems,” says Mark Vance, chief marketing officer of Aquion Water Treatment Products. “I made my fair share of mistakes usually driven by inability, at the time, to see the value of input from others.
Usually, this type of young manager will be the one with least amount of management experience— perhaps it could be his first time in a management position. He may have an MBA from Harvard and have several years at a high profile company. As impressive as his credentials may be, if the new kid on the block doesn’t know how to convert past experiences with the current work climate, he is headed for disaster.
He will give orders, commandeer radical new ideas, and refuse to listen to anyone or let anyone else contribute. These are the typical signs of an overcompensating boss trying to do too much too fast. And this often translates to micromanagement of employees, which is never a good thing.
“Micromanagement destroys employee morale, increases staff turnover and negatively impacts work performance,” says Dana Dixon, a claims specialist at the Association for Child Development. Dixon, like many of her peers, doesn’t take issue with the age of a supervisor, but rather the management style of those in charge. “Practice coupled with management courses can produce a more effective…more successful, younger manager,” Dixon says.
Vance agrees that employees will give the young boss a fair chance at success if they are treated with respect and are acknowledged for their efforts. So give the kid a break and emphasize the strength that each side has to offer to the company. If differing generations can build on teamwork, soon inconsequential errors will be just that. Inconsequential.
Old enough but not good enough to lead
Resentment can also arise out of older workers reporting to highly competent and experienced young employers. This happens when the older worker is passed over for the same or similar position. Jealousy plays a large part in creating tension in a multi-generational workforce: Older workers often feel usurped by a younger, vibrant worker with a completely different set of skills and ethics.
“The younger boss is in itself a statement about the status of the older subordinate’s career. That statement can be difficult to accept,” says Brenner and this can lead to shame and loss of self-esteem for the older worker. “It is the expression of these hurts by the older subordinate that takes the form of difficulty in the relationship with the boss.”
To alleviate the tension, the one in the leadership position must make an effort to bring the team together under the same umbrella. Older workers in turn need to appreciate and value the contributions of the manager so that the young leader can show a similar deference to the subordinate.
“It can be tough to take orders from somebody younger than you are. And it can be hard to give direction to somebody older than you are. But good managers and good employees find a way to make it work,” writes Donald Trump, CEO of the Trump organization, in his blog. “Just like younger workers can bring fresh ideas and new techniques, older workers bring incredible insight and knowledge,” he says
For any employee, the key to good workplace relationship is trust. To accomplish a mutually beneficial relationship, here are some suggestions for workplace harmony for all generations. Start by listening to what the other is saying. Listening is sometimes just as important as doing, and people who are doing the talking will greatly appreciate you for it.
Acknowledge the accomplishments of your boss. It may be a simple, “good idea” or “the meeting went well” but letting someone know that they’ve done a good job makes them view you with profound appreciation which is likely to be reciprocated.
Ask for help when you don’t know how to handle a situation. There is nothing more flattering than being asked for someone’s advice.
Recognize and respect your differences in age. Even if your young boss has a style of dress and speech that is less deferential than yours, respect it and appreciate it— differences are what make new ideas happen. The manager with a penchant for indie-rock can just as well respect you for your immense love of the Beatles.
Speak up if something is bothering you. Trust is best built on open communication so if there is an idea that you want to share, don’t be shy. Even if it’s not always received and implemented, a boss of any age will appreciate the initiative you take in helping the company grow its bottom line.
Learn from each other because as much as you have the years on your young boss, he or she will likely have some new ways to resolving an issue. When you look around, the workplace is filled with learning opportunity from every colleague, boss and CEO. And who can’t do with a little more education?
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hell. Unfortunately you’re not alone—80 percent of employees leave their jobs because of their bosses. For many people the behaviors of bad bosses begin to affect the their mental and physical health, notwithstanding his/her ability to do the job well.
“Simply uttering the word, ’boss’ drives an emotional response,” says Andrew O’Keeffe, a human resources executive of 25 years and author of the book appropriately entitled, The Boss. “It’s gotten so bad that even the mention of our supervisors can tie our stomachs into knots.” O’Keeffe, who has been observing bosses for many years recognizes the symptoms of a frustrated subordinate— feeling trapped, helpless and being plagued by self-doubt are all consequences of cruel managers. The affected employee must choose to stay in the job and be demeaned, or complain and get fired: It’s constant struggle to maintain one’s self-esteem.
“It becomes an either-or situation. In a bad economy, it’s more difficult to find a new job so managers find that their power-base is increased,” O’Keeffe says.
If you’re an employee in this frustrating situation, first thing to do is to recognize the type of bad boss you’re dealing with. For some bosses, it’s possible to reason with them because some simply “don’t know what they don’t know,” as Dave Schoof, a LinkedIn professional points out. So providing that you approach sticky management issues with diplomacy and courtesy, it’s possible to turn a bad boss into a not so bad one. But be advised that there are some bosses who are just insane, impossible and incapable of changing.
Here are some common characteristics of a bad manager and if you recognize any of them in your boss, buckle up because it’s going to be a bumpy ride.
You spend days and nights producing an in-depth article that is guaranteed to bring your publication’s traffic numbers into the millions. The idea is so original that big content partners like AOL and Yahoo are calling your extension asking for syndication rights. You submit the article to your editor-in-chief and wait patiently for the permission to publish on the Web site. Three days later, you see your article live on the site but with your boss’s byline.
A manager who steals the work and ideas of his/her employees is someone who lacks work ethics and is insecure in his/her own ability to succeed in the company. They’re often incompetent and incapable of formulating their own original ideas and will resort to stealing to hide their deficiencies. Thieving bosses will never take responsibility for their bad behavior— they will blame subordinates when the company goals are not met. If there is success to be had, they will take all the credit and refuse to acknowledge anyone else. Employees who’ve had to work under such bosses often suffer anxieties and depression. They feel under-valued and demeaned.
“Whenever you have a good idea, don’t just tell your boss about it. Write it in a memo and copy someone else on the memo, like your boss’s boss or another manager whose department may be positively impacted by your effort,” says Marilyn Haight author of Who’s Afraid of the Big Bad Boss, How to Survive 13 Types of Dysfunctional, Disrespectful, Dishonest Little Dictators. “It’s hard to steal an idea when someone else knows who the originator is right from the start.”
If you want to confront your boss about his/her unethical behavior, Haight offers some suggestions on her Web site, BigBadBoss.com.
• Keep an “audit trail of how you came up with the idea and developed it into a workable asset.”
• Keep a careful record of all emails and memos that document the completion of your work.
• Send your boss a written memo, email it if you like, asking how s/he was able to take credit for the work that you did. Be diplomatic and expect that the response you get will most likely be unsatisfactory.
Unfortunately, confronting a thieving boss will in most cases, lead to negative results. The aggrieved employee will likely be retaliated against or bullied into resigning in many instances.
Still, if you’re ready to face the possibility of being discharged, confronting your boss is still a good way to regain a modicum of your self-respect. But if you’re afraid of getting fired, you can just sit tight and hope that the poor ethics of your boss eventually catches up to him/her.
Friendly and likable bosses can appear at first to be the “cool” boss. They often come across as a work buddy, more so than one in a leadership position. While this may seem like an ideal scenario for many people, there are distinct reasons why some bosses work this way.
For one, trying to be popular is often a sign of someone who lacks confidence. It can be deceptive because they’re so damn likeable but in truth, bosses who work too hard to gain respect from their subordinates ultimately end up losing it. A good boss should work to be respected, not liked because part of good management involves making tough decisions, which is often unpopular.
“I have seen what seemed like wonderful working relationships go sour over and over, because of the friendship that develops,” says Lynn Brown, an SEO consultant at Canzdesign.com. “The boss doesn’t like to point out errors in case that affects the friendship and then ends up resenting the employee.”
In the event that you happen to report to one of these friendly bosses, try to remember that they have firing power. No matter how approachable and accommodating they may seem at first, never underestimate their position by taking advantage of a nice boss’s friendly persona. They may grant you the days off but it’s very possible that they internally resent you for it. If given the chance, there is a very strong possibility that they will choose to exercise their right to fire if they feel you don’t respect them
A boss who is constantly hovering over you, calling you over, checking up on you, is a micromanaging boss. This kind of boss is controlling because they lack confidence in their own abilities and as a result, resort to over-managing. These bosses are not only incapable of managing personnel they’re often incompetent in their own duties and often typify the Peter Principle, a theory that a manager is promoted to a level of incompetence. The micromanager is often lazy, expecting subordinates to do all the work, including his/her own duties.
Tim Mayeur, a Millennial employee shares his experience with a micro-manager who insisted on his employees’ participating in decision-making exercises. “They asked us to rationalize our decisions while he picked them apart,” Mayeur says. He also recalls that everyone’s phone calls were monitored—even employees’ bathroom breaks were marked on the office white board.
“This micromanager did absolutely zero work nor contributed anything to the job in three years, utilizing politics to stay in the position, would tell people that they were responsible for things they weren’t,” he says.
Many employees feel trapped and greatly stressed out when they’re over-managed. Bad leadership also creates a barrier between the boss and the employees and this also creates distrust in the work environment. The worst part about working with such an employer is that most often, these bosses cannot be reasoned with: Anything you say to contradict a micromanager can be seen as insubordination, which can easily land you in termination territory.
So unless you’re prepared for the worst-case scenario, the best advice here is to just grin and bear it until a better job comes along.
The bullying boss
Workplace bullying, more damaging than sexual harassment
A boss, who threatens employees, uses scare tactics, makes unfounded accusations, screams and abuses, is a workplace bully and one of the most harmful types of people to deal with. Employees who contend on daily basis with a bullying boss have suffered serious mental and health consequences as a result of being exposed to abusive behaviors.
According to WBI-Zogby U.S. Workplace Bullying Survey, 54 million Americans are bullied each year and the effect of workplace abuse on employees was more detrimental to their health than that of sexual harassment.
Beverly Peterson, a documentary filmmaker based in New York, suffered similarly at the hands of an abusive boss. “In little more than two years, my boss bullied her way through six or more employees in the same position before me. The better I was at my job, the better she got at being a bully and the more outrageous her behavior became,” she recalls.
When Peterson contacted an attorney, she was told that workplace bullying was in fact legal and that there was really nothing she could do. Peterson was so traumatized by her experience with a bullying boss that she began a crusade to end workplace abuse. She started filming the experiences of other victims in an effort to raise awareness on this issue and its devastating effects on employees: She is also the founder of nojobisworththis.com, a Web site that explores workplace abuses.
“This is about those rogue bosses who have slithered their way up through the cracks in the corporate ladder. The ones determined to target one employee after another and emotionally destroy them. In the schoolyard we learned to stand up to a bully. But in the workplace, the… same approach might cost you your job, benefits, savings, and your health,” Peterson says.
Now the government is stepping in to combat workplace harassment: New York State is working on passing a bill to study the affect of hostile work environments. There are laws to protect employees against discrimination and sexual harassment but no specific law protecting workers against workplace abuse and bullying. This study bill will be the first step in implementing an anti-bullying policy against employers. In parts of Canada and Europe, anti-workplace abuse law is in full effect.
“Everybody knows the difference between right and wrong. If people cannot go to work because they’re sick to their stomach everyday and because they’re being taken advantage of, or they’re being yelled at, these things are wrong and we’re asking the Department of Labor, in a comprehensive way, to help us,” says NY Assemblyman Mark Schroeder. State Senator Ruth Hassell-Thompson links workplace abuse as a form of domestic violence.
Peterson believes that if appropriate laws are enacted, bullying and abusive bosses can be put on guard and eventually stopped.
“I can’t wait for the public forum this will create in allowing all of us… to address this issue from a legal standpoint. I’d like to see this include business leaders, HR representatives, advocates and researchers,” Peterson says. “Most aggressive managers can change their behavior when faced with a truly firm understanding that this behavior will not be tolerated by upper management. For me, the law steps in to protect the employee in cases when the management is unwilling to”
Tracey and Kali’s Law chronicles the after effects of a single mother Tracey, whose boss threatened her with isolation and psychological intimidation. After leaving the job, Tracey suffered severe depression, lost her home, and savings.
Marlene’s Law tells the story of a woman whose boss terrorized her so much that she ultimately committed suicide.
This is the boss who “buddies up” to subordinates by taking employees out for lunch, buying them the occasional coffee or delegating assignments in a way that is suspiciously too comfortable and easy-going. If these signs match that off your own boss, it’s very possible that you’ve got a two-faced boss ready to show an ugly side.
If a male boss is buddying up with female subordinates that can easily signal a boss that’s taking an interest in items that aren’t work-related. The last thing any a woman needs is unwanted attention from a boss so be very careful when being greeted with overly friendly gestures from a male supervisor.
An insecure manager may turn to putting on two-faces to accommodate different work dynamics. S/he may smile and cozy up to upper-level management while screaming and micromanaging the subordinates.
It’s also possible that double-sided bosses may change faces depending on the fluctuating facets of the work environment. The manager may suffer from a Dr. Jekyll and Mr. Hyde syndrome in which s/he may be sort that cannot handle the pressure of time management and resort to contrasting personalities. In the calm of the storm, this type of boss will be the sweetest and most accommodating of people but during moments of the storm itself, s/he will morph into a Mr. Hyde character shouting, accusing and threatening subordinates
The best advice for working under such unpredictable managers is to keep a back up copy of all your work and to keep others on the update of your progress. That way, accusations can be backed up and there will be a copy of your work in case your boss pretends not to have received it. And always smile while keeping an eye in the back of your head.
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The work place is full of some seriously educated and experienced workers. That means competition is fierce and sometimes knowing what to say and what not to say can mean the difference between getting promoted or getting fired.
A great example of this is making suggestions about the workflow. Many career specialists will tell you that speaking up is a great way of making a good impression. This is often just a myth and many working professionals have experienced the opposite effect of speaking up.
If an employee is heard too often wanting to do things differently, coworkers and supervisors often perceive this as a sign that the outspoken employee is dissatisfied or arrogant. However, if an employee doesn’t speak up, that can often be perceived as lack of interest.
Here are some key tactics to remember in balancing proper work place dialogue:
Timing— Knowing when to make suggestions is crucial in getting your ideas implemented. As a general rule, Mondays and Fridays are not good days to pitch new ideas. People start the week off with a large workload so getting your point across might be a bit challenging with all the new to-do lists for the week. Fridays, likewise, aren’t good either— people are winding down and putting many of their projects to bed. Best time to suggest new plans for work would be any days in the middle of the week. But you know your work environment best— if your supervisor loves to work late on Mondays, maybe this is a good time to start a casual conversation about the “great idea” you just had this morning.
Delivery— If you have an idea for cutting costs, decide first if your boss is approachable. You might just “throw it out there” for your supervisor to think about or if you want to make it more formal, you could ask for a lunch meeting. A social setting is inviting and your ideas are apt to be received more positively by your boss.
Your Manner— It’s how you say it that often makes the difference. Just declaring, “we should all start using the same printer to save the company money” sounds less appealing than if you said, “what do you think if some of us shared one printer? It could save some us some money and help the environment.” Putting your ideas in the form of a question sounds like you’re asking for people’s input, which generally promotes a collaborative spirit and this often puts people at ease.
Know What Matters— If you have an idea that you think could help increase the company’s bottom-line, then by all means, speak up and let your suggestion be heard. But if you want to complain about a coworker, your workload, your hours, keep your mouth shut. Rule of thumb is, anything positive is a go. Anything negative is usually a no.
Remember that in navigating the tricky work environment, often times, you are your own worst enemy. Use common sense and avoid negative situations as much as possible. And, smile. It’s not as bad as you think.
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We’ve all been through it. You’re at a job reporting to a supervisor who knows less about the business than you do. In meetings, he mentions things unrelated to the discussion and makes suggestions that cause others to groan and roll their eyes.
If you believe that your boss is an incompetent drone in a suit, what should you do to improve the quality of your work life without committing self-sabotage?
“Produce exceptional work, but also ask for their feedback, so it appears that you care about [your boss] and their knowledge. This is especially important for getting a reference from them later or when trying to move into a new position or company,” says Dan Schawbel, a personal branding expert and author of Me 2.0: Build a Powerful Brand to Achieve Career Success, a book that targets Generation Y employees. He also advises employees against being perceived as “a know-it-all or someone who is superior to management” which can only harm a worker’s reputation.
Vinanti Sarkar Castellarin, producer and director, recounts an incident when she worked as a researcher in the research and development department at Columbia University. “The moment my boss learned that I had two MA degrees and working on an Ed.D., she felt very threatened,” she recalls. Her boss held the supervisory position despite having only a B.A. and proceeded to act out against Castellarin after being made aware of her subordinate’s advanced academic background. Castellarin was criticized and humiliated in every task even though she had helped raise 20 million in funds for the department.
“It was not a matter of feeling I was smarter than my boss, it was a feeling that my boss could have been a little smarter in using my academic knowledge,” she says. Castellarin currently works as producer and director at Global Cultural Diversity Films (GCDF).
Generally, all employees have something to gain in their work environment, even if they feel more competent than their supervisors. Rather than fighting the situation and getting frustrated, Schawbel suggests taking a backseat and looking for other people in the office to learn from. An employee can learn from the supervisor as much as the supervisor can learn from his or her employees. The work environment is a constant give and take.
Schawbel also points out that if an employee feels like they’re smarter and know more than others on the team, it’s a tell tale sign that they should be looking for a new position. While this isn’t always an option for many people, it’s always a good idea to realize your own potential within the confines of a very limiting work environment. Because in the end, if there is absolutely no opportunity for growth, why waste the energy proving your smarts if it can land you in hot water?
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young workers to manage the older and more experienced ones. But in an economic downturn it makes sense that older workers get shed from company payroll to be replaced by younger workers with less experience and less onerous salary demands. And for some this isn’t always been a bad thing. A research conducted by The Family and Work Institute reflects a surprisingly positive opinion of younger bosses from their older subordinates. Majority of the older employees with younger employers believed that their young bosses were more
when the older worker is passed over for the same or similar position. Jealousy plays a large part in creating tension in a multi-generational workforce: Older workers often feel usurped by a younger, vibrant worker with a completely different set of skills and ethics.
A great example of this is making suggestions about the workflow. Many career specialists will tell you that speaking up is a great way of making a good impression. This is often just a myth and many working professionals have experienced the opposite effect of speaking up.