| With recession-diminished retirement portfolios, seasoned mid-life employees are putting off retirement to age 66 or beyond. As a counter-trend, the first wave of experienced Baby Boom managers and executives are beginning to retire or be let go to be replaced by younger, less experienced first-timers promoted from the ranks. The end result is an increasing number of managers too young for wrinkles, bifocals and mid-life bulge bossing employees old enough to be their parents. Amidst a tepid recovery and rising commodity prices, employers large and small are placing ever-increasing pressure on long-tenured employees to increase productivity and creativity. The obvious result is increased stress both for young managers and their aging subordinates. The tenured employee asks, "How can someone with so little on-the-job experience tell me what to do?" A young novice manager wonders, "Will a subodinate with 25 years in the business take me seriously? How can I authenticate my authority?" As a long-serving representative of our graying North American workforce, I offer seven kernels of advise to young managers seeking to inspire older subordinates: 1. Tell them clearly what you want. Effective communication is an absolute necessity. The two of you do not always view the world from identical perspectives. Do not assume that because they have been arround for awhile, older employees automatically fathom precisely what you desire of them. Explain fully what you expect and seek a response before doling out work assignments. Older employees need to be kept informed of your company's big picture. Ask for suggestions: tenured subodinates may be able to help. 2. Respect experience, both in the workplace and in life. The 55 year-old career homemaker seeking her first job outside the home has 30+ years of organizational, budgetary and human relations skills to contribute. Whatever the challenge, it is safe to assume that one or more of your senior subordinates has "been there, done that." 3. Make your older emplooyees feel special. Remember they were passed over for the position you now hold. To overcome resentment, demonstrate time and again that sage veterans belong fully to the team. Sometimes all they need is a simple "thank you" for a job well done. At other times, ask for their input before an important decision is made. When asked, most will be honored to help train and mentor less-experinced colleagues but they must be recognized and compensated monetarily for their extra efforts. 4. Offer seasoned employees the training they need. Just because subordinates are over 40 does not mean they have no desire to learn new techniques, perfect new skills or explore freash horizons. Like younger colleagues, tenured subordinates need to remain abreast of the latest industry trends and technologies. Regardless of age, keeping employees up to date is well worth the expense. 5. Don't lord it over seasoned subordinates that you are the boss. In all liklihood, your subordinates over 40 are accustomed to a traditional "command and control" environment; they needn't be continually reminded that you are the one in charge. Most will respect and follow so long as you respect them and demonstrate competence and unquestionably ethical behavior. 6. Recognize that your tenured subordinates have invested many years in your company and have a lot to lose. Can you help confirm their overriding desire for job security? Can you assure them of adequate health insurance, retirement benefits and a positive work environment going forward? Nothing is certain but seasoned employees seek assurance of retainig their jobs so long as individual performance and overall company results remain positive. 7. Above all else, do not stereotype employees over 40 or assume that they are unable to adapt to change. Every subordinate of middle age and beyond is a unique, living and breathing human being, not a stereotypical "Baby Boomer." More than a few are open to bold experimentation, sweeping new technologies and non-conventional organization structures. Ask them to propose radical new ideas and be certain to reward innovation. As a young manager, consider yourself the untested rookie quarterback seeking to gain trust from your veteran linemen, receivers and running backs. You will inspire confidence not simply by barking out signals (orders) but by demonstrating effective leadership, calling the right plays, performing under pressure and sharing accolades with members of your team when a touchdown is scored. You will earn respect from colleagues and "fans" (stokholders, bosses, the Board of Directors) only by developing fellow team members and helping win games. For more information on motivating veteran employees as well as general advice on reenergizing lagging companies, go to our website www,middleagerenewal.com and review Roy Richards's book on company renewal, Wake Up Captain and Crew--Restart Your Engines. | 
