#YouAsked: Starting a new role on a younger, more digitally savvy team

I’m excited to respond to this week’s #YouAsked question: “I'm starting a new role at an older age. How do I get respect from younger techs that have been at it for more years? And how can I be assertive about learning the skills to do my job more efficiently without seeming like a grumpy old man?”

Rest assured, you are not alone in having these concerns. The pace of change today, especially when it comes to technology, can be overwhelming. People at all levels of the organizations that my firm works with, including C-level executives, board directors and next-gen leaders, frequently ask us: How do we keep up?

Here are a few recommendations:

·        Find a reverse mentor. Partner with one of your younger “digital native” colleagues to help bring you up to speed. Recognizing your mentor’s expertise also goes a long way in building a strong rapport — and dispels the perception that you are resistant to learning new ways of working. We’ve also seen senior leaders look to their kids and grandchildren to walk them through the ins and outs of new platforms.

·        Get comfortable with being uncomfortable. It can be difficult for high-achieving leaders to find themselves at the “beginner” stage once again after years of success. The only way to build your knowledge in the digital realm is to immerse yourself in it, despite how foreign it might feel at first.

·        Commit to learning. Learning cannot be a “when I have free time” endeavor or it won’t happen. Prioritize learning and dedicate time to reading up on emerging technologies, taking an online bootcamp or talking with counterparts who are succeeding amid disruption.

·        Have a positive attitude. Multigenerational teams have great potential given their diverse perspectives, but they are ineffective if people cling to stereotypes. Lead by example and demonstrate an open mind toward your younger colleagues. You might be pleasantly surprised at how quickly they will respond in kind and seek out the expertise you bring to the table.

These steps at the individual level are critical, but it’s also important to note that the organization’s culture play a key role. If the culture does not encourage learning, it can limit how much you and others in the organization — from the front lines to the C-suite — can progress. At a high level, leaders can help foster learning cultures by creating the psychological safety to ask questions and to fail, as well as emphasizing innovation and exploration. (You can read more about what learning cultures look like here).

One final piece of advice: Don’t lose sight of your strengths. While becoming more adept at digital is important, that doesn’t mean that the skills you’ve built over your career become less valuable. Strategic vision, the ability to inspire teams and collaboration are more important than ever. In a world where the spotlight often shines on technical acumen, softer skills are increasingly becoming the differentiators.