✳flâneur — a map of the web's best reading

I Was a Manager in an Ageist Workplace

hbr.org · 207 words · saved by 1 readers

A few years back, I decided to chat with one of my team members, a man in his late fifties. I had recently started a new position as a manager — was just a few weeks on the job — and I wanted to see how people were adjusting to the change. As the conversation continued, I found a moment to bring up something I’d been thinking about. “OK,” my employee replied, slightly suspicious yet curious. During my short time leading the team, I’d learned he was admired for both his talent and his tenure. So, getting his buy-in could mean others would be open to my idea. He was silent, which made me a little uncomfortable. But I pressed on, explaining what the collaboration could mean — like learning new tools and fostering the support of a creative, visible group. After what seemed like forever, he awkwardly shifted his body. Anuj Shrestha This was the first of numerous concerning conversations I had over the next several days. I discovered that most of my team members — people in their fifties and

Managing yourself The Big Idea Series / Getting the Best Out of the Five-Generation Workforce I Was a Manager in an Ageist Workplace Lessons on how to lead when stereotypes run rampant. by Nicole D. Smith March 8, 2022 The Big Idea Series / Getting the Best Out of the Five-Generation Workforce Summary . Ageism is alive and well in the workplace. In fact, studies show almost 65% of workers say they have experienced age-based discrimination. But even though it’s common, leaders can recognize ... more Post Post Share Save Get PDF Buy Copies Print A few years back, I decided to chat with one of my

Explore this link on the map →

related reading