Younger leaders may provide many benefits over hiring older individuals, such as a fresh and new perspective, more willingness to accept change, and a preferred flexibility.
However, younger leaders often face many objections from existing staff, especially those who are older than their own supervisors.
Common objections have been listed by Harvard Business Review, which are:
Lack of Trust
Oftentimes, older individuals feel like younger people are not very responsible, and they do not fully trust them.
This mentality is the same at the office, where employees may believe that their younger bosses do not have the experience to know what they are talking about.
This attitude can make it problematic for managers to supervise their older subordinates, and should be discussed when first hiring the new manager.
Typically, it just takes time for the existing staff to see the positive benefits that their new boss has to offer, and to start trusting them fully.
Lack of Skills
Although it has been found that younger leaders tend to hold the most current knowledge and the latest industry skills, many seasoned employees believe that their long work history supercedes that.
They may not take their manager’s advice when given, or ignore their directions, believing that they know what needs to be done, and the manager does not.
To prevent this from happening, young managers often need to be strict to instill the belief that they expect to be heard and their ideas to be implemented, even if the staff does not always agree.
However, this needs to be done with finesse so that the staff don’t feel like they are being managed by a dictator, just a leader who knows what he is talking about.
Not a Role Model
Employees like to look up to their supervisor as a role model.
Many value their hard work, and how long it took them to climb the corporate ladder, believing that they can be successful as well if they are dedicated and stick it out long enough.
However, younger bosses do not fit into that mold, as they became successful very quickly, often faster than their subordinates.
Due to that, their employees do not see them as role models, and don’t believe that they would be able to offer them advice to help them grow in their careers.
Younger managers often have much more to prove than their older colleagues.
Although they may be put off at first by the way they are treated by their staff, sticking it out and proving to employees that they are qualified and dedicated leaders will eventually change the opinions of their staff.
Head of Training and Development