Corporate SA Must Support Young Managers Facing Resistance from Older Employees

Ageism is a form of discrimination and prejudice that targets individuals based on their age. It can affect people of all ages, from young to old, and can manifest in various ways, such as stereotyping, marginalization, and exclusion. Ageism can limit opportunities, perpetuate negative attitudes, and erode the dignity and self-worth of individuals. For example, older workers may face age-related bias in hiring, promotion, and retention, while younger workers may be dismissed as inexperienced or immature.

While ageism is often associated with discrimination against older workers, a lesser-known phenomenon is the ageism faced by young managers in corporate settings. Many young managers, often in their 20s or 30s, are promoted to leadership positions based on their exceptional skills and achievements. However, they often encounter resistance and skepticism from older employees who question their authority and experience. This reverse ageism can manifest in subtle ways, such as being dismissed as "too young" or "inexperienced," or being subjected to whispered criticisms and undermining behaviors. As a result, young managers may struggle to establish credibility and assert their authority, highlighting the need for organizations to address and overcome age-related biases, regardless of the direction they may flow.

In many cultures, age is deeply revered and associated with wisdom, experience, and authority. As a result, older employees may struggle to accept direction from younger managers, perceiving it as a reversal of the natural order. This cultural dynamic can lead to resistance and defiance, with older employees questioning the young manager's authority, second-guessing their decisions, or even outright refusing to follow instructions. In some cases, older employees may feel that their age and experience entitle them to a certain level of respect and deference, making it difficult for them to submit to the authority of someone younger.

The South African Labour Relations Act (LRA) prohibits discrimination in the workplace, including discrimination based on age. It explicitly states that no person may unfairly discriminate against an employee or job applicant on the grounds of age, among other factors. The Act also requires employers to take steps to eliminate unfair discrimination and to promote equal opportunities in the workplace.

Corporate companies, however, often dismiss the issue of older employees refusing to accept authority from young managers, viewing it as a minor problem or a personal issue between individuals. However, this dismissal overlooks the significant impact that age-related resistance to authority can have on team dynamics, productivity, and overall organizational effectiveness. By downplaying or ignoring this issue, companies fail to address the underlying cultural and generational factors that contribute to this resistance, and instead, place the burden on young managers to navigate these complex issues on their own.

Dealing with older employees who refuse to accept authority from young managers can have a profound impact on their stress levels. The constant resistance, questioning, and undermining of their authority can lead to feelings of frustration, anxiety, and self-doubt. Young managers may feel that they are walking on eggshells, never knowing when their decisions will be challenged or their expertise questioned. This can lead to increased stress hormones, such as cortisol and adrenaline, which can negatively impact their physical and mental health. Also, the pressure to prove themselves and earn the respect of their older colleagues can lead to burnout, decreased job satisfaction, and a higher likelihood of turnover.

In order to try and solve this issues, Here are some recommendations for actions that companies can take to combat the issue of older employees refusing to take authority from young managers:

Leadership and Culture

1. Establish a culture of respect: Foster an organizational culture that values and respects employees of all ages and experience levels.

2. Lead by example: Senior leaders and executives should model the behavior they expect from others, demonstrating respect and support for young managers.

3. Promote diversity and inclusion: Encourage diversity and inclusion initiatives that celebrate the contributions of employees from different age groups and backgrounds.

Training and Development

1. Age diversity training: Provide training programs that address age-related biases and stereotypes, promoting understanding and empathy among employees.

2. Leadership development programs: Offer training and development programs specifically designed for young managers, focusing on leadership skills, communication, and conflict resolution.

3. Mentorship programs: Establish mentorship programs that pair young managers with experienced leaders or coaches, providing guidance and support.

Communication and Feedback

1. Open communication channels: Encourage open and transparent communication throughout the organization, ensuring that employees feel heard and valued.

2. Regular feedback: Provide regular feedback and coaching to employees, addressing any performance issues or concerns related to age-related biases.

3. Anonymous feedback mechanisms: Establish anonymous feedback mechanisms, such as surveys or hotlines, allowing employees to report concerns or incidents related to age-related biases.

Performance Management

1. Clear expectations: Establish clear expectations and performance goals for employees, ensuring that everyone understands their roles and responsibilities.

2. Fair performance evaluations: Ensure that performance evaluations are fair, unbiased, and based on individual performance, rather than age or experience.

3. Consequences for non-compliance: Establish clear consequences for employees who refuse to accept authority from young managers or exhibit age-related biases.

HR Policies and Procedures

1. Age diversity policies: Develop and implement policies that promote age diversity and inclusion, addressing age-related biases and stereotypes.

2. Complaint procedures: Establish clear procedures for reporting and addressing complaints related to age-related biases or discrimination.

3. Investigations and disciplinary action: Ensure that investigations into complaints are thorough and fair, with disciplinary action taken against employees who engage in age-related biases or discrimination.

If you would like to consult me on your corporate transformation needs in this regard, you can email me on [email protected] to host strategy sessions with your team.