Sometimes young leaders happen to get into a team where all employees are older (and even significantly).wallstreetJournal recently published a study that, for example, in the United States, professionals over the age of 65 are increasingly continuing to work even after retirement. This, among other things, is due to the fact that the average life expectancy has increased. The trend is gaining momentum in Russia. How to behave young managers in a mature team?

All things considered, it makes sense for leaders to prepare themselves for the situation that they may have to lead older and more experienced professionals. And this task can be quite successfully dealt with. What should be remembered?

Differences between generations. We are all shaped by some key events, social trends, relationships. Baby Boomers are not as speed-blinded and don't like to multi-task as much as Gen X and Y generations (or millennials - those born after 1981), for example. But competent feedback is required for all employees, regardless of the generation to which they belong. Each of the generations has its strengths and weaknesses - the leader needs to take a closer look at them and understand how to use the advantages correctly.

Experience matters. Perhaps it's nice to think that technology is changing and simplifying everything so that it's now easier and faster to reach new frontiers. But many business issues (from financial flows to strategic positioning) still remain the prerogative of employees with rich life and professional experience. And this cannot be discounted.

Employees aged are not tired! Even if a specialist is already approaching retirement age (or even reached it), this does not at all mean that he is tired, that he is tired of work, and he only thinks how to retire as soon as possible. Employees continue to love their job, they are often energetic and enthusiastic.

Age diversity is as difficult as gender diversity. But there are a lot of advantages from this variety. Experience is invaluable, and older employees can act as mentors for younger ones. Combining "old" and "new" ideas will do the trick.

Cohesion. Unfortunately, at times, employees may not be too loyal not only to the company, but also to each other. But the strengthening of relations between representatives of different generations contributes to the strengthening of the company. Experience will "remain" in the company, training will not be wasted.

Partnerships - the ideal of teamwork

"Situations where the manager is younger than his subordinates can be found in companies in almost every industry. Of course, once in such a position, a young manager must choose the right strategy for building interaction with his staff and not make fatal mistakes," says a senior consultant at the Executive Search department. & Management Selection for the IT and Telecommunications industry" Anastasia Ovcharenko.

First of all, the expert believes, when communicating with subordinate colleagues, one should not emphasize one's importance and superiority over them, because otherwise the manager will meet only a negative attitude towards his person. It is necessary to show your employees that career growth was the result of painstaking and fruitful work, that the level of knowledge and expertise meets all the requirements for candidates for this position. Simply put, they need to understand that the promotion "didn't fall out of the blue" that the manager deserved.

"Ideally, your relationship should be a partnership, and you yourself should understand that each of your team members is a professional in their field, and you are the person who oversees their work due to the fact that he has great expertise in this area. "Healthy" relationships the team is always built on personal relationships, which means that by establishing communication with your subordinates, demonstrating to them that each of them is valuable in your team, you will get your way to success," Anastasia Ovcharenko notes.

The leadership team is "rejuvenated" in various areas

“Today, the situation is quite popular when a young leader can manage a team where most of the employees are older than him. The “rejuvenation” of the managerial level takes place in various areas: the public administration system, manufacturing, HoReCa, telecom, Internet projects, communication groups and agencies.

The surest way for a young boss to gain and establish authority among subordinates is to regularly demonstrate a professional attitude to work and increase the level of their competencies and knowledge. If the boss infects the team with his indomitable energy, faith in the success of the implementation of the most complex projects, an attentive and accurate approach to details, new ideas and does not get personal in clarifying difficult situations, then success is guaranteed to him," the Head of the Banking, Investments, Finance Department is sure. recruiting agency Ella Mikhailova.

Collegial leadership is preferable to dictatorship

"Most often, the emergence of young leaders in the age team can be associated with anti-crisis programs or mergers and acquisitions, when new owners change the team of top managers. However, this phenomenon also occurs in various industries, for example, in construction, where experts and technologists are often older than their managers. Due to the specifics of the profession, sales teams are often led by young, successful, active leaders, whose subordinates can be much older. The trend has not bypassed state corporations, where there is a trend to replace the leadership of pre-retirement age with young personnel, "says managing partner Inna Sumatokhin.

In order to properly build relationships with older subordinates, a young leader needs to be clear and precise in his goals, his methods of work must be simple and understandable, the expert believes.

"It is worth avoiding professional foreign slang, incomprehensible terminology and gradually introducing new practices. In such teams, experts advise avoiding an authoritarian style of communication by choosing a collegiate leadership. Perhaps, in some situations, you can advise a young leader to "bet" on the informal leader of the age group and make him his own. I would also like to add that in order to correctly convey your goals and methods, you need to regularly take and give feedback, which is an important key in building relationships in a team, "says Inna Sumatokhina.

Choose a mentor and get ready to grow

According to the partner of the Skills of the Future Academy Ekaterina Lukyanova, the requirements of the economy and the global market are qualitatively changing the demand of business for personnel. Innovative projects, quick search and creation of new business solutions, the necessary mobility in their implementation and execution come to the fore. As a rule, companies now form a mixed, uneven-age team. The tendency to get into the "adult" team is more related to large state corporations. This also applies to production enterprises (factories), where the "older" age of the workforce prevails over the "young". Experience and quality of work take their toll.

"Each situation is unique and specific. There may be several options:
- Get more advice. But really on the case - on professional and all work issues with senior colleagues. Show that it is important for you to know their opinion, their practice, their assessment of your work. Demonstrate your willingness to adjust your plans based on their recommendations. But don't overdo it. By this you can show both the desire to improve your professional level and the desire to combine the interests of everyone, and unprofessionalism when you turn to senior colleagues for every "trifle".
- Less emotions and words - more action.
- Choose for yourself the person who is most likeable to you and whom you see as your potential mentor. There is one "but": sympathy must be mutual. Consult with your chosen mentor. Talk about your ideas, decisions, projects, successes and risks. Win his sympathy and location. And then he will become a "guide" of your ideas in the audience of older and more status colleagues.
- Have patience and be ready to constantly grow and improve your competence. If you are really professional. Ready to work for the benefit of the company and in the interests of both your own, your colleagues and the entire business? Victory is yours!" - says Ekaterina Lukyanova.

The leader acts according to a plan that should include all his main actions, his relations with subordinates, and should also be allocated time to think about promising issues and time to improve his skills.

A leader who works on the principle of "open doors" - that is, whoever wants, when he wants and on any issue, comes to the office, cannot count on the rational use of his time.

Who wants to order, he must be able to obey - only then will he learn to manage.
A leader who is poorly versed in special problems, the management of the implementation of which is his competence, is like a blind man who undertakes to be a guide.

One must be bold and decisive; nothing compromises a leader so much as lack of initiative and cowardice, fear of taking responsibility, constant expectation of instructions from above on what and how to do.
There is no need to postpone the solution of the issue for no reason: the burden of unresolved problems puts pressure on the psyche and makes a person irritable.

Do not rush to make changes to decisions already made until you understand what, in fact, needs to be adjusted. Hasty, and therefore insufficiently thought-out actions often do not bring benefits.

Do not rush to conclusions on issues on which you need to express your views. Before studying all the necessary information, consult with experienced people and carefully listen to any opinions on these issues.
Load subordinates with work in such a way that they learn to value time - there is nothing worse than forced idleness.

In case of failures, do not complain about external circumstances, look for the source of failures in yourself. Remember that a manager who easily finds excuses for everything and everything is rarely an expert in anything else.

Unforeseen circumstances are faced, as a rule, by managers who are unable to predict them, feel their approach and prepare for them.

Distribute tasks based on the experience and abilities of each worker. It is impossible to give instructions that clearly exceed the capabilities of the employee. The task should be difficult, but doable.

When giving a task, it is necessary to explain to the subordinate its purpose and meaning, and also to check how the subordinate understood the task. This will help him act consciously and take the initiative.

You can not give several important and urgent tasks at the same time: this sprays the attention of the performer. It is recommended to prioritize tasks and highlight the most important and urgent ones.

It is unreasonable to rely only on oneself, considering oneself to know everything and be able to do everything, and subordinates as illiterate, unskilled people.

Never do yourself what your subordinates can do, except when you need to show a sample of performance or an example.

Participating in all matters and delving into all the details, receiving visitors holding a telephone receiver in one hand, and signing a letter with the other and at the same time talking with an employee standing next to you is far from the best style of work.

The absence of instructions "from above" is not a reason for inaction. Issues within the competence of the head must be resolved by him independently without special permission from the highest authority.

Be sure to control the execution of each task: the lack of control can lead the employee to the idea of ​​the uselessness of the work performed, at the same time, petty guardianship of the subordinate should be avoided.

If there is at least one idler among your subordinates, do everything possible to make him work, otherwise he may undermine discipline in the entire team.

When the decision proposed by the employee does not contradict your opinion in principle, give him maximum freedom: there is no need to discuss trifles and interfere with the manifestation of his initiative.

Each achievement of the employee and his initiative must be immediately noted. Do not forget to thank the subordinate, preferably in the presence of other employees, for a good job. A person is encouraged by a positive assessment of his actions and upsets if his successes are not noticed.

Each time, celebrate with satisfaction the positive changes in the behavior of the unyielding employee that he managed to achieve. Convince him that you are for reasonable compromises and do not share the slogan "all or nothing."

Do not be afraid if your subordinate turns out to be more knowledgeable in some matter; rejoice in such support and maintain it. The good reputation of subordinates is the praise of the leader and is put on his merit.

Don't make promises unless you are sure they will be kept. A real leader does not throw words into the wind, weighs each of his promises and, if it is given, fulfills it with all energy and perseverance.
Create and constantly maintain the material and moral interest of subordinates in the final results of work.

It is better not to get carried away with punishments; if you are not completely sure of the guilt of the subordinate, then it is preferable to refrain from punishment.

Joke yourself and let others joke. A good joke creates an atmosphere of trust, makes work more attractive and productive. However, in your jokes, beware:

Put a person in a stupid position;
offend other people's intimate or family affairs;
express your dislike or mock someone;
do not take into account someone else's pride, offend human dignity;
laugh when it's not funny, or laugh at a joke before others;
laugh at those who do not understand something.

Keep yourself even with people, do not lose your temper under any circumstances. He who cannot govern himself cannot govern anyone at all.

Remember that the leader has no right to be offended. He must analyze the situation and make a decision.

Do not try to gain a reputation as a "good" leader by being familiar with subordinates.
It is desirable that there be no formalism in the actions of the leader, so that all of them are dictated by expediency.

Sometimes it is helpful to comment in the form of a question: “Do you think there is a mistake here?” or "Don't you think something should be changed here?" rather than saying the same thing in a blunt way.

You must be principled not only with subordinates, but also in communication with your superiors, correctly inform them about the state of affairs in the system you manage, and defend the interests of the cause.

The leader should use the word "I" as little as possible. The frequent use of the word "I" is caused by secret complacency and extreme ambition. It indicates that the leader wants to emphasize his importance and exclusivity. Such behavior of the leader, as a rule, causes irritation among subordinates and disgust for everything that he says and ascribes to himself.

Management in a wide variety of areas of human life is one of the most important functions. The conditions of a market economy have given it particular relevance. To properly manage people, the head of the organization must choose a certain style of behavior. It is something to be shown in relations with subordinates, leading them to the intended goal. In other words, for the normal functioning of the enterprise, the presence of one or another management style of the head is necessary. This is the main characteristic of the effectiveness of the work of a top manager. The role of leadership style cannot be overestimated. After all, the success of the company, the dynamics of its development, the motivation of employees, their attitude to their duties, relationships in the team and much more will depend on it.

Concept definition

What does the word "leader" mean? This is the one who "leads by the hand." Each organization should have a person who is responsible for overseeing all the units operating in the enterprise. This type of responsibility involves monitoring the actions of employees. This is the essence of the work of every leader.

The ultimate primary task of the top manager is to achieve the goals of the company. The manager does this work without the help of his subordinates. And his usual manner of behavior in relation to the team should motivate him to work. This is the management style of the leader. What are the roots of this concept?

The word style is of Greek origin. Initially, this was the name of the rod, designed for writing on a wax board. Somewhat later, the word "style" began to be used in a slightly different sense. It began to indicate the nature of the handwriting. This can be said about the management style of the leader. It is a kind of handwriting in the actions of a top manager.

Leadership styles in managing a team can be different. But in general, they depend on the leadership and administrative qualities of the person in this position. In the process of carrying out labor activity, the formation of an individual type of leader, his "handwriting" takes place. This allows us to say that it is impossible to find two identical bosses with the same style. Such a phenomenon is individual, as it is determined by the specific characteristics of a particular person, reflecting his peculiarity of working with personnel.

Classification

It is believed that the person who every morning goes to work with pleasure is happy. And this directly depends on his boss, on which leader uses the management style, on his relationship with his subordinates. Management theory paid attention to this issue at the dawn of its creation, that is, almost a hundred years ago. According to the concepts put forward by her, already at that time there were a number of styles of work and management of the head. A little later, others began to join them. In this regard, modern management theory considers the presence of many leadership styles. Let's describe some of them in more detail.

Democratic

This style of leadership is based on the participation of subordinates in decision-making with the division of responsibility between them. The name of this type of work of a top manager comes to us from the Latin language. In it demos means "rule of the people". The democratic leadership style of the leader is considered the best today. Based on the research data, it is 1.5-2 times more effective than all other ways of communication between a boss and his subordinates.

If the leader uses a democratic management style, then in this case he relies on the initiative of the team. At the same time, there is an equal and active participation of all employees in the processes of discussing the goals of the company.

In a democratic leadership style, there is interaction between the leader and subordinates. At the same time, a sense of mutual understanding and trust arises in the team. However, it is worth noting that the desire of a top manager to listen to the opinion of the company's employees on certain issues does not take place because he himself does not understand something. The democratic leadership style of the leader suggests that such a leader is aware that when discussing problems, new ideas arise. They will certainly speed up the process of achieving the goal and improve the quality of work.

If out of all the styles and methods of management, the leader has chosen a democratic one for himself, this means that he will not impose his will on his subordinates. How will he act on this? Such a leader will prefer to use methods of stimulation and persuasion. He will resort to sanctions only when all other methods have been completely exhausted.

The democratic management style of the leader is the most favorable in terms of psychological impact. Such a boss shows a sincere interest in employees and gives them friendly attention, taking into account their needs. Such relationships have a positive effect on the results of the work of the team, on the activity and initiative of specialists. People are satisfied with their own work. Satisfied with their position in the team. The cohesion of employees and favorable psychological conditions have a positive impact on the physical and moral health of people.

Of course, management styles and leadership qualities are closely related concepts. So, with the democratic nature of communication with subordinates, the boss should enjoy high authority among employees. He also needs to have excellent organizational, intellectual, psychological and communication skills. Otherwise, the implementation of this style will become inefficient. The democratic type of leadership has two varieties. Let's consider them in more detail.

deliberative style

When using it, most of the problems that the team faces are solved at the time of their general discussion. A leader who uses a deliberative style in his work often consults with subordinates without showing his own superiority. It does not shift responsibility to employees for the consequences that may occur as a result of the decisions made.

Deliberative leaders make extensive use of two-way communication with their subordinates. They trust employees. Of course, the most important decisions are made only by the manager, but at the same time, specialists are given the right to independently solve specific problems.

Participating style

This is another version of the democratic type of leadership. Its main idea is to involve employees not only in making certain decisions, but also in exercising control over their execution. In this case, the leader fully trusts his subordinates. Moreover, communication between them can be described as open. The boss behaves at the level of one of the team members. At the same time, any employee is given the right to freely express his own opinion on a variety of issues without fear of subsequent negative reactions. In this case, responsibility for failures in work is shared between the leader and subordinates. This style allows you to create an effective system of labor motivation. This makes it possible to successfully achieve the goals that the company faces.

liberal style

This type of leadership is also called free. For it presupposes a tendency to indulgence, tolerance and undemanding. The liberal style of management is characterized by complete freedom of decision for employees. At the same time, the leader takes a minimal part in this process. He withdraws from the functions assigned to him to supervise and control the activities of his subordinates.

We can say that the types of leaders and management styles are closely related. Thus, a liberal attitude in a team is allowed by a person who is insufficiently competent and unsure of his official position. Such a leader is able to take decisive steps only after receiving instructions from a superior. He avoids responsibility in every possible way when receiving unsatisfactory results. Solving important issues in a company where such a leader works often takes place without his participation. To consolidate his authority, the liberal only pays his subordinates undeserved bonuses and provides various kinds of benefits.

Where can such a direction be chosen from all the existing management styles of the leader? Both the organization of work and the level of discipline in the company must be the highest. This is possible, for example, in a partnership of well-known lawyers or in a writers' union, where all employees are engaged in creative activities.

The liberal style of management from the point of view of psychology can be considered in two ways. Everything will depend on what specialists carry out this guide. A similar style will get a positive result where the team consists of responsible, disciplined, highly qualified employees who are able to independently perform creative work. Such leadership can also be successfully implemented if there are knowledgeable assistants in the company.

There are also such collectives in which subordinates command their boss. He is known to them simply as a "good man". But this cannot go on for long. In the event of any conflict situation, disgruntled employees cease to obey. This leads to the emergence of a conniving style, leading to a decrease in labor discipline, to the development of conflicts and other negative phenomena. But in such cases, the head simply removes himself from the affairs of the enterprise. The most important thing for him is to maintain good relations with his subordinates.

Authoritarian style

It refers to the domineering type of leadership. It is based on the desire of the boss to assert his influence. The head of an authoritarian management style provides the employees of the company with only a minimal amount of information. This is due to his distrust of his subordinates. Such a leader seeks to get rid of talented people and strong workers. The best in this case is the one who is able to understand his thoughts. This leadership style creates an atmosphere of intrigue and gossip in the enterprise. At the same time, the independence of workers remains the most minimal. All emerging issues are sought by subordinates to be resolved by management. After all, no one can guess how the authorities will react to a particular situation.

The head of an authoritarian style of management is simply unpredictable. People do not even dare to tell him about the bad news. As a result, such a boss lives in full confidence that everything turned out exactly as he expected. Employees do not ask questions and do not argue, even in cases where they see significant errors in the decision taken by the manager. The result of the activity of such a top manager is the suppression of the initiative of subordinates, which interferes with their work.

In an authoritarian leadership style, all power is concentrated in the hands of one person. Only he is able to single-handedly resolve all issues, determine the activities of subordinates and not give them the opportunity to make independent decisions. Employees in this case perform only what they are ordered to do. That is why all information for them is reduced to a minimum. The head of the authoritarian style of team management tightly controls the activities of his subordinates. Such a boss has enough power in his hands to impose his will on the workers.

In the eyes of such a leader, a subordinate is a person who is disgusted with work and, if possible, avoids it. This becomes the reason for the constant coercion of the employee, control over him and the implementation of punishments. The moods and emotions of subordinates in this case are not taken into account. The leader has a distance from his team. At the same time, the autocrat specifically appeals to the lowest level of needs of his subordinates, believing that for them it is the most important.

If we consider this leadership style from the point of view of psychology, then it is the most unfavorable. After all, the leader in this case does not perceive the employee as a person. Employees are constantly suppressed creative manifestations, because of which they become passive. People have dissatisfaction with work and their own position in the team. The psychological climate at the enterprise also becomes unfavorable. Intrigues often arise in the team and toadies appear. This increases the stress load on people, which is harmful to their moral and physical health.

The use of an authoritarian style is effective only in certain circumstances. For example, in combat conditions, in emergency situations, in the army and in a team in which the consciousness of its members is at the lowest level. The authoritarian leadership style has its own variations. Let's consider them in more detail.

Aggressive style

A manager who has adopted this type of personnel management believes that by nature people are mostly stupid and lazy. Hence, they try not to work. In this regard, such a leader considers it his duty to force employees to fulfill their duties. He does not allow himself participation and gentleness.

What can mean the fact when a person has chosen exactly aggressive among all management styles? The personality of the leader in this case has special characteristics. Such a person is rude. He limits contact with subordinates by keeping them at a distance. When communicating with employees, such a boss often raises his voice, insults people and actively gesticulates.

Aggressive pliable style

This type of leadership is characterized by its selectivity. Such a boss shows aggression towards his employees and at the same time helpfulness and pliability towards a higher authority.

Selfish style

It seems to the manager who has adopted this type of personnel management for himself that he alone knows and can do everything. That is why such a boss assumes responsibility for the sole decision of the issues of the activities of the team and production. Such a leader does not tolerate the objections of his subordinates and is prone to hasty conclusions that are not always correct.

kind style

At the heart of this type of relationship between the leader and subordinates is authoritarianism. However, the boss still gives his employees the opportunity to participate in making some decisions, while limiting their scope of activities. The results of the work of the team, along with the system of punishments, which occupies a dominant position, are also evaluated by some rewards.

Finally

The individual management style of a leader can be very different. At the same time, all of its types listed above cannot be found in their pure form. Here, only the predominance of certain characteristics can take place.

That is why the definition of the best leadership style is not easy to give. A senior manager needs to know the above classification and be able to apply each of the categories of personnel management, depending on the situation and the presence of a specific task. This, in fact, is the art of a true leader.

Opponents of women's collectives have always called organizations where women predominantly worked as "chicken coops", "snake balls" or "hornet hives". On the other hand, advocates of women's groups remind of the main qualities of women, such as their kindness, tolerance, responsiveness, loyalty - all that can create the ground for a favorable working climate and form a good opinion of customers.

Curious is the fact that positive reviews about companies where there are only girls, as a rule, are left only by representatives of the opposite sex.

Even more than that, men see benefits for themselves in joining such a team. Everyone does not mind becoming an employee of the office, where, in the absence of competition, one can count on increased attention to one's own person. However, one must take into account the fact that in such cases one cannot do without negative experience.

As it was once said: “The women's team is a definite death for a man - such an opinion was published on one Internet forum. - Serpentarium the still.

Only a year and a half of work, but the feeling is that it's time to cover yourself with a white sheet and slowly crawl towards the nearest cemetery. There is no nervous system left, the gray hair beats.”

Managing a team is not always an easy task. And managing a women's team is always a problem.

To do this, it is necessary to be not only a good manager and psychologist, but also a “firefighter” in order to be able to quickly put out the fire of squabbles, intrigues, tantrums and all kinds of conflicts. Yes, and it’s not bad to be a psychiatrist, because female nature is a completely vulnerable substance. And if we talk about the quality of work, then also as a coach, in order to be able to develop willpower in their employees.

But it’s not worth saying that women are an exceptionally unsuitable candidate for work, it’s no secret to anyone that they work much more willingly than men, and statistics only confirm this.

On average, women are delayed after a working day for 3-4 hours, which cannot be said about men. Also, women have a greater ability to perform routine work, and the fact that the majority of accountants, cashiers and operators are women, once again proves this. But there must be one factor present here - this is possible only with competent management.

In fact, a lot depends on management.

Well, having considered all the basic concepts, you can move on to specific tips. Below is a list of the most fundamental concepts, but competent management should always be developed by the manager himself, depending on the situation.

Don't let yourself be manipulated

Each individual member of the team, from the cleaning lady to the chief accountant, must maintain subordination and work according to the “boss-subordinate” model.

It is important to remember that women have a superbly developed intuition, and one has only to show at least some self-doubt, or give weakness in behavior, as this can lead to disobedience and free behavior.

Everyone should know their place

To put it more correctly, it must be said that everyone and everyone should be placed in their proper places.

This is easily handled by the coach's strategy, where a clear understanding is developed for everyone about their place, its significance, and proper behavior. This system was developed in order to avoid the favorite female behavior - to transfer arrows to each other. With a clear statement of the task, you can always know what to demand from whom.

You can't measure everyone with the same yardstick.

Although the female team is menacing, its exceptional appeal cannot be denied. And the skills of a psychiatrist will not be superfluous here.

Someone, in order to increase his efficiency and greater motivation, needs a decent kick, and for someone even the smallest praise is enough for him to become able to move mountains.

It is necessary to properly study the behavior of your subordinates, and after all, already skillfully distribute to them what is needed for their productivity.

The most important thing is not to confuse and not overdo it, because there is a great risk of meeting with a weapon of heavy defeat - female tears. And this is not only an unpleasant sight of stress, but also a black spot on the reputation.

Divide and rule

Perhaps this advice is one of the most effective, and if you know how to use it correctly, then the problem of leading a women's team is exhausted by itself.

For most women in life, emotions are the main component that prevails over any logic and reason. And the scheme becomes utterly simple - the most important thing is not the influence of words, but emotional manipulation.

Good luck in leading the women's team!