Ask Johnny: Can a Younger Manager Earn Older Employees’ Respect?

SHRM President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, answers your workplace questions each week. Do you have a work-related question you’d like him to answer? Submit it here.

I was recently promoted into a managerial role and now supervise some former coworkers who are significantly older than I am. One of my reports has made it clear that they're not happy about this. At the same time, I'm navigating generational differences in communication styles, expectations, and experience. How do I build strong working relationships in this situation? — Taylor

For starters, you don't need to be the oldest person in the room to be an effective leader. You were promoted because your organization believes you have what it takes to lead. Now your job is to prove it. 

Approach the situation with confidence, but check your ego at the door. Your credibility as a manager will come from what you do: how you communicate, how you make decisions, how you treat people, and whether you deliver on your responsibilities. It won't come from your age.

If one of your employees is unhappy about the change, address it directly. And be careful not to jump to conclusions — you might find their concerns don't center on your age at all. Give them an opportunity to share their concerns, listen to what they have to say, and then be clear about what you expect from the working relationship going forward. They don't have to like the decision. They do have to respect your role and conduct themselves professionally. 

As for work preferences, don't assume every difference you encounter is a generational one. Age can bring different experiences and perspectives, but people are individuals. Get to know your team. Understand how they prefer to communicate, what they need from you, and how they work best.

That may mean tailoring your communication style. You might communicate differently with certain employees based on their experience, preferences, and needs. That isn't playing favorites. It's managing people as individuals. What matters is that expectations are clear, standards are consistent, and everyone has what they need to be successful. 

And don't confuse being the manager with being the "boss" who has all the answers. Some members of your team have more experience than you, and that can be an advantage. Be willing to learn from them. Ask for their perspective. Draw on their institutional knowledge. But remember, listening doesn't mean surrendering your responsibility to lead or make decisions.

Set clear expectations, lead with empathy, and demonstrate competence. Over time, those actions will do far more to establish your credibility than your age ever could.