For the past few years I have been speaking about those supervising people significantly older and younger at the same time. As the workforce continues to evolve, the number of these so-called sandwich managers is increasing rapidly.
I thought it would be worth a three-minute review of the essentials. If you’re not one of these managers, pass this along to someone who is.
First, reflect on your role with these different constituencies. Those who have been in the workforce for a long time possess a wealth of knowledge from which you can gain insights to make you job easier. Your emerging contributors are looking to you for guidance, not so much supervision. But the more you can foster connections between the groups, the more you can serve as a leader and facilitator rather than a manager.
Second, take time to get to know individuals. Workplace veterans will appreciate your doing this. From their perspective, the world has become increasingly impersonal. If you show sincere interest in them, they’ll open up and allow you to lead them. Remember having a person significantly younger take over as your supervisor is interpreted by most as signal from the organization that you’ve topped out. This realization can be filled with disappointment and emotion. Honoring their experience and contribution helps ease this transition and will keep them engaged.
Third, assure seasoned contributors that your role is to serve as a resource more than supervisor. Attempting to boss around those twenty years your senior will most assuredly blow up in your face. These people know what they’re doing. Your efforts at making sure they get the resources and recognition they need will ensure they remain productive.
Fourth, create opportunities for the generations to share practices and beliefs. It is human nature to hang with those your own age. While I would not force people to lunch and socialize together, organizing teams and projects around cross-generational groups will foster the synergy needed for everyone to share their strengths and skills. Just give it time and allow it to evolve.
Fifth, keep the whole thing in perspective. As with any supervisory position, there are good days and not-so-good days. With the pressure that most managers face to do more with less, managing age diversity can add complexity you don’t need. But if you’re honest, up-front, open to learning, and comfortable laughing at yourself, you be remember as a sandwich manager who succeeded. Remember, managing a cross-generational staff is a balance of skill and happenstance.