How can you build better relationships with junior colleagues?

Respect is the most key word and concept. Know that all human beings are respected, except in exceptional cases, in which case you have no right to be disrespectful and you should simply leave him alone. Therefore, respect all your employees as human beings. Know that we are all nothing in front of a great existence.

These are really great tips in winning your junior colleages. A very important reminder though before putting this into action is to make sure that you do this with authenticity. Have that resolve and mindset first. Be interested and curious in others with all sincerity. Ask yourself why you'd love to get to know other people better. When you are convinced with your answer, go ahead. The last thing you'd want to happen is for your peers to think that you're faking it just to gain their trust.

Building strong relationships with junior team members is vital. Some ways which I think worked for me to foster better connections include Mentorship and offering guidance and support, sharing your experiences to help them grow. Encourage them to share ideas, concerns, and feedback openly. Schedule one-on-one meetings to discuss progress, goals, and challenges. Acknowledge their efforts and contributions publicly and privately. Provide opportunities for them to take on more responsibility and autonomy. Offer resources, training, or networking opportunities to aid their growth. Active Listening and paying attention to their perspectives and concerns, showing empathy and understanding.

Build better relationships with junior colleagues with a combination of empathy, communication, and mentorship. Listen actively to their concerns and ideas, demonstrating genuine interest in their professional growth. Offer guidance and constructive feedback in a supportive manner to fosters an environment of trust. Take the time to understand their strengths, challenges, and career. Encourage an open line of communication and create opportunities for collaboration. Recognize and celebrate their achievements, no matter how small, this will further reinforces a positive working relationship.

Keep the door open. It's a new territory for the junior. Support and engagement are necessary to achieve cohesion and a healthy environment. As their senior, a mentoring curve must be built, but without preconceptions, it's a two-way street. Sometimes you will have age, cultural, educational and social differences that must be observed, turn this difference into a seasoning to growth. We always have to remember that every person has their history and personal experience to add.

Support first. Guide second. Shonsor and listen before all else. We all need a first job. We all need a great boss. Nobody wants a crappy boss. Do what you wish someone did for you.

Establish a foundation of trust. When they see your commitment to their growth, trust naturally flourishes, creating an environment where open communication and collaboration can thrive. Guidance is a two-way street. As you provide insights and knowledge, you also encourage collaboration. This collaborative strengthens the team dynamic, building a culture where everyone's contributions are valued. And sharing successes. When they excel, it reflects positively on the team as a whole. This shared journey of growth and achievement builds a sense of camaraderie, which is essential for a strong and cohesive team.

In my experience, which has included both outstanding career growth of junior subordinates (and lifelong friendships) as well as relationships/careers, sadly, long lost, the first ingredient is 1) listening. Genuine listening, often to what's not said -- what brought them there, what they need, and their dreams. From there, it wasn't rocket science to help them on their way with 2) encouragement and feedback, 3) opportunities and feedback, and 4) the occasional dose of reality. Throughout, 5) forthright honesty.

One thing I have found really helpful is active listening. It does magic! In any relationship at all, one must be actively listening; and emphatically so. Key to knowing how to achieve a goal is understandings team's points of view, challenges or ideas and this happens by listening.

Be approachable and provide guidance and support. Encourage them to take on new challenges. Mentor and coach them to develop their skill and potential.

In my experience one of the best ways you can build relationships and to help junior employees grow is to expose them to more information about the organization to provide helpful context and to give ownership over a key project. Allowing them to contribute ideas while coaching them, helps them know you trust them and are also supporting them at the same time.

Collaborating with junior colleagues not only helps in achieving better outcomes but also creates a positive work environment. It shows that everyone's ideas are valued and encourages teamwork. Seeking their input and involvement can lead to fresh perspectives and innovative solutions, benefiting the team as a whole.

We must remember that building a strong rapport is an ongoing process that requires genuine effort, reciprocity, and understanding. By fostering an inclusive, collaborative, and respectful work environment, you contribute to a positive workplace culture that benefits colleagues of all ages.

Being approachable is very important for this! ??When someone is a bit greener they're inevitably going to need a more collaborative approach so they can learn from your experience, make sure you keep the lines of communication open without judging their learning journey ?? And you'd be very surprised what a warm smile can do, careful not to be too condescending!

Empowering junior colleagues with autonomy fosters trust and growth. Provide clear guidance, but let them explore their unique ways of working. It's like giving them the keys to their professional journey, allowing room for creativity and learning.

We are in unprecedented times where up to 5 generations are working at in one organization. 5 different strategic outlooks, theories and working habits operating and sometimes conflicting. In these situations, it is important for senior leaders so make space for the ideas and outcomes that more junior colleagues offer. Instead of correcting - listen more and ask deep questions that allow them to fill in the gaps. Leave opportunities to learn from them. The economies and behaviours of customers and partners are different, and your junior colleagues may have methods that resonate better. Give way to opinions that may seem counter-intuitive, as they may provide the grounding insight for new Innovations. We all grow with autonomy and space.

In the realm of workplace dynamics, granting space and autonomy resembles conducting a symphony. It's not about imposing strict control but rather fostering an environment where each team member flourishes independently, contributing to the overall harmony. The vigor and audacity that young professionals bring to the table are unparalleled. Channeling their focus and daring nature can greatly benefit the team. Instead of micromanaging, empower them with the autonomy to navigate their responsibilities. As a leader, having empowered your team to succeed, you can confidently say, "Just shout, and I'll give you a crowd. Otherwise, you're on your own. Go ahead, astonish me with your brilliance, and gather those small wins."

Allow space for growth with precise guidance and stability, but mostly support so that when mistakes are made it can be corrected and learnt from but mostly to allow those mistakes to become actions and dedicated decisions made so as to move forward and not backwards. Teach them to fly and give them their challenges but then I still confidence so that that they will dare to take flight and eventually take those challenges head on with the guidance, supports and skills you have helped them with. But most importantly first built that trust so that they trust you enough to take on what you are trying to teach them. Leave not only a lesson but a legacy, make a difference.

Maintain space and autonomy as a mentor. Don't let HR or junior colleagues tell you how to do your job and build better relationships. If you have something helpful to offer, they will seek you out. Understand what may be needed and expected, and always focus on the work.

Build rapport by fostering open communication and offering support. Show genuine respect, involve them in decisions, and create learning opportunities. Lead by example, provide constructive feedback, and organize team activities to foster camaraderie. Be approachable and respect boundaries, creating an environment where they feel valued and empowered to grow professionally and personally.

Always remember that they do know and have experienced things you haven't. Establish rapport, so that they feel comfortable with raising ideas or concerns.

It’s the old "I know better, because I’m older than you" phrase. Very challenging for some folks to remain humble. Having a lifelong desire to learn is an accepted practice in one's spare time or by taking additional courses, but at work, they want to show that they are the experts and seniors, disregarding actually good ideas from younger, less experienced coworkers. Ageism and arrogance can severely hinder the growth and progress of an organization. By dismissing the valuable input and fresh perspectives of younger colleagues, these self-proclaimed experts are limiting the potential for innovation and development within the workplace. Every individual, regardless of their age or experience level, has something unique to offer.

To start, let's address the misconception that humility is a sign of weakness. It's quite the opposite. True strength lies in the ability to recognize & learn from one's mistakes. Share your experiences, both successes, and failures, to humanize yourself in their eyes. This not only fosters humility but also creates a relatable and approachable image. Junior colleagues need to feel comfortable expressing their ideas, concerns, and even mistakes without fear of judgment. An approachable leader encourages an environment where everyone's voice is valued. This boosts morale and sparks innovation as team members feel free to share diverse perspectives. In essence, the key is to be a leader who is strong yet humble, assertive yet approachable.

By establishing yourself as a reliable, helpful, & respectful member of the team. Most people tend to focus all of their time & effort impressing senior colleagues thus; rendering junior colleagues as of low importance. Be humble & approachable: Humility is an important but under-discussed value of leadership, humble leaders are considered more forgiving of mistakes, & willing to acknowledge others' work, which can motivate junior colleagues.

One thing I have found very useful is Active Listening. Juniors feel at Comfort with you when they are heard and acknowledged. This act puts them at ease and starts a good Trust building process.

Treat everyone on your team with the same level of respect. I use the mentality that we hired them for their skills and potential, and that means that they are as worthy of respect as the most senior members of my team. Make it clear that you value their insights and suggestions, and ensure that your other team members do the same. Treat them fairly, give them opportunities to grow within the company, and make it obvious that you care about their success within the company.

Successful leaders likely had someone along the way reach out and mentor them, even if unofficially. Intentionally set out to offer that up to others more junior than yourself. - Check on them just to ask how things are going. - Ask often, “How can I help?” - Delegate to them with appropriate directions and follow up to ensure they’re successful. - Invite them to lunch, dig in and ask about some current challenges, then brainstorm solutions together. - Make sure they know you’re available when they need advice. Do you remember your first mentor? I do.

Better relationships with your junior colleagues will happen easily if you believe that the future belongs more to them than it does to you. Even if you're not aiding their particular lives or careers, they'll still respect you, and want a relationship with you, if they see that you are adding value to their world. You could simply be progressing just your life and career, but if you're doing that without hampering theirs, they'll still recognise it happily as a worthy thing, because, all value-add eventually pours into the world at large. Relationships then, are never a problem.

Be an advocate for them. Speak up on their behalf and be prepared to be their voice in the rooms where they are not present.