Why is it troublesome employees are especially difficult when they’re older and more experienced? People are people, problem employees are problem employees, but young leaders consistently comment when their problem is with an older employee. When these employees act-out, you feel stuck. They have more technical knowledge than you, they have relationship capital in the department, and they’re set in their ways. A distinct challenge for you if you’re a new, young leader, especially if you’ve been brought in to “shake things up”.

The biggest mistake leaders make in dealing with these employees is believing that the goal is to push back against them. By antagonizing them, you accomplish nothing. These confrontations create unproductive tension, animosity, and compound the sense of drama that exists in the department. Your goal should be to redirect their energy away from you and towards a set of common goals for them, the department, and the company. This means allowing them to speak openly, venting and getting things off their chest, while working on shared solutions to the issues that concern them.

Be willing to have a frank conversation

Too many managers find themselves cowed by older employees, unable or unwilling to have the uncomfortable, frank conversations that our role requires us to have. As with all relationships, if someone senses that you’re unwilling to confront them, they’re more likely to act out and repeat bad behavior. When leaders avoid confrontation, we give license to the behaviors that we’re avoiding.

You need to find a way to sit down with this employee and acknowledge that you don’t feel the relationship is progressing productively. You’ll earn respect for having the courage to face them head on and forcing an uncomfortable conversation. Also, if you’re really working to listen and understand their problems, you can speak to them in a language that they’ll understand. Even if the conversation isn’t productive, if you’re consistent about bringing them in for these talks when things get tense, they’ll be less likely to act out regularly.

What do they want?

Give them a chance to express their frustration or disappointment with you. Do you understand what these employees want? If you’ve recently replaced another supervisor, do you know what they valued in that supervisor? If they’re bristling at aspects of your leadership, then you need to find out what exactly they’re expecting from you and where any nascent anxiety might be coming from.

Try to listen, try to understand. They might surprise you by making a good point or two, and better to have them say it to your face, privately, than behind your back, publicly. This means asking plain-spoken, direct questions when the opportunities present themselves. “It’s important to me that I meet your expectations. What is it that you’re expecting of me?” You’ll be amazed by the answers you get.

Give them autonomy (within limits)

Are their responsibilities the experienced employees can take on in your stead? It could be that these employees feel jealous of your authority and responsibility. Put together a peer interview panel that interviews high-stakes positions in the department. Convene an employee committee to make low-level decisions.It’s not important what you do, as long as you do something that’s meaningful for your team and makes them feel like they’re actually being included and consulted.

By allowing the experienced employees move control over inventory management, departmental celebrations, or budget allocation, you can dedicate their energy more on these tasks and less on throwing darts at you. There are instances where your team will be better qualified for these tasks than you would be.

By giving selective autonomy, you’ll force them to come up with their own solutions, instead of constantly nay-saying. It’s always easier to be the person tearing-down walls than the person building them. Put the construction tools in the hands of these employees. If they’re so certain that they know how things should be done, give them some rope and see what they do with it.

By giving them these responsibilities graciously, and highlighting the wins that come from them, you put yourself in a win-win scenario. You have fewer things on your plate directly that you’re expected to do, you look magnanimous to your team for being willing to let them self-govern on more items, and you’ve preoccupied your restless or cantankerous employees.

Many of us don’t feel like we can “win” by taking our older employees head-on. That’s why the above tips are essential when trying to spend less energy on fighting your team and more energy on guiding them to outcomes that are best for everyone.

Always remember that the above tactics take time, leading to change only after months of consistent practice and several challenging conversations. The most important step is the first one: you have to be willing to have frank conversations with these older employees, repeatedly if necessary. They’ll be challenging and exhausting, but essential on the path towards better cohesion among your team.

Good luck out there.

-Patrick

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