By embracing the value that you contribute, you can shift your focus from worrying about age or experience gaps to focusing on collaboration and achieving results.Getty Images
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Ask Women and Work
Question: I’m in my 20s and I’ve recently begun managing a team for the first time. I’m managing people who are 20-plus years older than me, and I sometimes feel like they don’t see me as a leader figure because of my age. How can I effectively lead my team?
We asked Stéphanie Jules, tech lawyer and LinkedIn Top Career Development Voice, to tackle this one:
I think the first thing you have to develop is self-esteem. Managing people older than you can naturally lead to feelings of intimidation, but building strong self-esteem is critical in overcoming that. It’s about recognizing and owning your unique strengths and the fresh perspectives you bring to the team.
By embracing the value that you contribute, you can shift your focus from worrying about age or experience gaps to focusing on collaboration and achieving results. This confidence will foster mutual respect and will set the tone for effective teamwork regardless of age differences.
I’ve formally managed people who are older than me and I’ve also led people who are older in different leadership initiatives. At times, I’ve felt imposter syndrome. To overcome it, I remind myself that I am in the role because I’ve earned it. While I may not have the same years of experience, I have knowledge, I have skills.
As a manager, it’s easy to fall into the trap of thinking that you have to be perfect. I’ve learned that preparation is more important than perfection. If I’ve done my research, if I understand my team’s needs, if I know the goals they’re working toward, then I don’t have to be flawless in execution because mistakes are inevitable, but they are also learning opportunities. I try to lean on my strengths and trust that learning from those I manage is a part of leading effectively.
It’s also about making sure the team feels comfortable, because egos are going to be bruised. Some people are going to say, ‘You’re too young to be managing me, I have more experience than you.’ When I manage people who are older than me, I approach the relationship with a learner’s mindset. That means recognizing that while I have leadership responsibilities, their experience is incredibly valuable. I focus on collaboration, on listening actively to their insights and empowering them to share their knowledge. But I balance this with being decisive when I need to be.
It will take some time before you find your leadership voice. That will come from looking at the different leaders around you and seeing which type of leadership you are most attracted to. But it’s not just about mimicking those around you. Your voice should be unique to who you are. If you try to be someone that you are not, you’re going to hate it, and people will be able to see through you.
Submit your own questions to Ask Women and Work by e-mailing us at GWC@globeandmail.com.
This week’s must-read stories on women and work
Canadian employers take an increasingly harder line on returning to the office
Financial services firms, the federal government and other employers are increasingly taking a harder line on remote work, with more mandating their staff to come into the office a minimum number of days a week and others threatening to discipline or terminate employees if they refuse to do so.
Starting this month, the federal government is requiring employees to be in the office three times a week, up from twice a week previously.
In the private sector, insurer Canada Life has increased the number of required in-person days from two to three starting this month, while Telus Corp. has told its call-centre staff that they have to work in person three times a week or can opt to leave with severance pay.
Read how some organizations are using disciplinary measures like written reprimands and suspensions to compel employees back to office.
Where the jobs are now: Sectors hungry for talent and opportunities for graduates
If the Canadian job market feels like it’s been taking one step forward and two steps back, Michael Shekhtman may be able to explain.
The senior regional director for recruiting firm Robert Half in Vancouver says the pent-up demand for talent coming out of the pandemic led many companies to hire in droves. This was followed by what he describes as a “correction,” owing to a range of external factors, including high interest rates. Slowly, he suggests, the dust is settling, and organizations are figuring out how many employees they actually need.
“Companies are still very much looking to, at the very minimum, replace or add to their teams, which is good news,” Mr. Shekhtman says.
Find out which industries are hungry for new talent.
The well-being of workers is a priority in the new normal
In 2021, the human resources team at Annex Publishing, which owns 60 business media brands ranging from Bakers Journal to Canadian Manufacturing to Greenhouse Canada and operates an office in Toronto and another in Simcoe, Ont., began doubling down on employee support programs to deal with the new normal after pandemic lockdowns.
“It was a dark time. Some people handled it better than others,” recalls Michelle Snyder, the vice-president of people and culture, of that year, with most of the staff still working entirely from home and mental health issues cropping up in the company’s staff of 150.
Read how some organizations are employing training programs to help employees recognize mental health issues and reduce stigma.
In case you missed it
I feel like I’m always chasing the clock. How can I better balance my workday with everything else in my life?
“I think the most important thing is remembering that you control your calendar, your calendar doesn’t control you,” says Fatima Yusuf, founder and CEO of ImagineCreate AI. “Figure out what’s important to you and what you want to make time for.
“For example, I’ve figured out that the five most important things for me in my life are family, health, business, fun and faith. My business is kind of an ‘always-on’ business, but I try to ensure there’s room in my day for all five of those things. The percentage I might spend on each might vary each day, but there needs to be an element of everything that’s important to me.
Read the full article.
Interested in more perspectives about women in the workplace? Find all stories on The Globe Women’s Collective hub here, and subscribe to the new Women and Work newsletter here. Have feedback? E-mail us at GWC@globeandmail.com.