15 July Ageism? The challenge of being a young manager July 15, 2014By Oscar Chaffey nsw 0 Author: Edmund Ng, 1st year Trainee Date: 15/07/2014 As young professionals are increasingly tapped on the shoulder to enter the world of management, the scenario of leading a team whose combined age is several multiples of your university entrance score is no longer an absurdity, or even a rarity – its commonplace. But whilst senior management may recognise the value of your “youthful energy” and “fresh perspectives”, new managers are often subject to issues of age-, or experience-related scepticism and criticism. Here are several ways to keep your team onside when they’re concerned about the number of candles on your cake. Seek their opinion – allow older colleagues to have their input into problem solving. Recognise the value of their knowledge and experience when developing solutions, and don’t be afraid to ask for assistance from others who clearly know more than you. Keep their lifestyle in mind – recognise that older colleagues will probably have a very different day to day lifestyle to you, often with family commitments and responsibilities that will restrict their working habits. Be generous in showing appreciation – you’d be surprised by far something like a simple “thank you” can go; show your appreciation and acknowledge their efforts and achievements. Avoid micro-management – if your team is full of experts with experience, then chances are they know how to do their job. Focus on setting operational goals, and trust them to determine how best to meet those goals. Only begin tightening your grip if performance slips. Be confident – No one feels comfortable around an insecure leader, so recognise the strengths of your skillset and put them to use. Although you’re young, there’s a reason why management selected you for this position, it’s just up to you to show demonstrate those reasons to your team. Being a new manager is always difficult and winning people over is no easier. But by keeping the principles of trust, respect and appreciation in mind, you’ll be able to move past these hurdles readily and get on with making a difference in your organisation. Related Posts Transitioning from Clinician to (aspiring) Health Manager As a clinician, things are to a degree ordered and linear – there is cause and effect - disease A causes symptom B – Intervention C treats symptom B and cures disease A. I found in this new world of management, things are more complex and ambiguous – everything is connected and everything has consequences. It took me a while to truly understand that we never really have all the information and our best judgement is the best we can do. A Jack of all Trades, working to become an expert at something! Chloe Tadorian muses on the end of her HMIP journey and reflects on the future My first year as a HMIP Intern Lea Sugay, a commencing 2nd year HMIP Intern in NSW, recounts her placement and project experience during the 1st year of the program. A Day in the Life of Jith Perera, 1st Year Intern Follow the daily routine of a 1st year Management Intern in NSW. Interview with Dr Elizabeth West Excerpts of an interview with Dr Elizabeth West, who is completing her traineeship through the RACMA, including a Masters of Health Management at UNSW. Reflecting on six months of the Health Management Internship Program Applying for the Health Management Internship Program was a leap of faith I made because I am passionate about a career that contributes to improving community wellbeing. The health sector provides the opportunity to contribute directly or indirectly and you don’t have to be a clinician to add value. Comment (0) Comments are closed.