page 3: The politics of being young on the job— managing the kid boss
“If a young boss comes into the job with the attitude that they know it all, they will undoubtedly run into problems,” says Mark Vance, chief marketing officer of Aquion Water Treatment Products. “I made my fair share of mistakes usually driven by inability, at the time, to see the value of input from others.
Usually, this type of young manager will be the one with least amount of management experience— perhaps it could be his first time in a management position. He may have an MBA from Harvard and have several years at a high profile company. As impressive as his credentials may be, if the new kid on the block doesn’t know how to convert past experiences with the current work climate, he is headed for disaster.
He will give orders, commandeer radical new ideas, and refuse to listen to anyone or let anyone else contribute. These are the typical signs of an overcompensating boss trying to do too much too fast. And this often translates to micromanagement of employees, which is never a good thing.
“Micromanagement destroys employee morale, increases staff turnover and negatively impacts work performance,” says Dana Dixon, a claims specialist at the Association for Child Development. Dixon, like many of her peers, doesn’t take issue with the age of a supervisor, but rather the management style of those in charge. “Practice coupled with management courses can produce a more effective…more successful, younger manager,” Dixon says.
Vance agrees that employees will give the young boss a fair chance at success if they are treated with respect and are acknowledged for their efforts. So give the kid a break and emphasize the strength that each side has to offer to the company. If differing generations can build on teamwork, soon inconsequential errors will be just that. Inconsequential.
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