Editor’s note: In Part 1 of “How to Thrive—Not Just Survive—as a New Manager, Irum Mona Idrees, BSc, MD, director of rheumatology at AnMed Health in Anderson, S.C., addressed how to manage relationships when transitioning from employee to manager. In Part 2, she and other experts elaborate on how age can affect one’s transition to management and what it’s like to join a new practice as manager.
Overcoming Age-Related Obstacles
Being younger than your direct reports can pose a unique set of challenges. In fact, Alan Phelan, PsyD, psychologist and executive coach at Execuwise Leadership and Executive Coaching Consultants in New York, says younger managers commonly complain about feeling disrespected and judged by older employees. The employees may feel that, because of their age, the new manager knows nothing and cannot possibly be effective.
Alan Phelan, PsyD
If this occurs, Dr. Phelan says the younger manager needs to address the issue of disrespect with the offending party one on one. “Reference the specific, concrete situations that gave rise to the feeling,” he says.
For example, “When I was laying out my proposed plans for greater efficiency in the staff meeting last week, I noticed a flash of irritation come across your face as you shook your head and began playing with your phone.” The employee will either own the apparently disrespectful response, disclaim the veracity of the assessment or perhaps admit to something in between. Whether or not the employee is being truthful matters less than the fact that the behavior has been expressly noted, and this conversation is likely to lessen similar occurrences in the future. If these instances continue to happen, the manager may want to ask a more senior colleague or rheumatologist—who may have more influence in the situation—to intervene or simply accrue evidence for a stronger disciplinary action at a later time.
Implicitly, the situation of older employees disrespecting their younger manager can be addressed over time by earning their respect through such attributes as a strong work ethic, demonstrating that you care about your employees by getting to know them, working collaboratively with your employees and asking for input with regard to particular decisions, giving credit where credit is due and praising good performance, and treating others with the same degree of respect that you expect in return.
Lastly, to the extent the supposed disrespect is more reflective of the manager’s insecurity, you should reach out to a trusted colleague, friend, family, therapist or good coach for support. “A trusted advisor may be absolutely vital to successfully negotiating this new role and, ultimately, developing mastery at it over time,” Dr. Phelan says.
Irum Mona Idrees, BSc, MD
Although Irum Mona Idrees, BSc, MD, director of rheumatology at AnMed Health in Anderson, S.C., hasn’t personally encountered this problem, as a younger female, she makes a conscious effort to maintain a professional demeanor.
“Be clear about your expectations of others and what is expected,” Dr. Idrees says. “Model behavior [that you use] yourself as a standard that all should meet. At the same time, be firm and professional with anyone who is disrespectful.”
The New Kid on the Block
If you’ve been hired from outside of a practice, it may be difficult to gain respect from existing rheumatologists who may have been turned down for the position.
“This situation requires sensitivity and tact to keep from demoralizing those who did not get the position,” Dr. Phelan says. “As in all dealings within the role of manager, you are always best served by considering where the other person is coming from [called empathic contact] and responding from a perspective that is mindful of how you might be coming across. This [approach] will help significantly decrease your chances of responding defensively and setting up the potential for conflict.”
In addition, it would be important for others to know your track record of previous success within other organizations. Again, do this tactfully to avoid coming across as a self-aggrandizing narcissist. The latter is a recipe for alienating those around you. If done tactfully, in a low-key manner, a little bit of self-promoting can go a long way toward gaining others’ respect and helping to ensure the perception that you have a certain degree of expertise to offer the practice.
This information can be introduced in the course of a conversation by almost nonchalantly mentioning, for example, how you streamlined documentation procedures at your previous organization, which maximized efficiency and increased patient satisfaction.
“The timing of your comments is extremely important,” Dr. Phelan says. “You don’t want to appear as if you are ‘crowbarring’ your résumé into the conversation. On the other hand, if you don’t let others know what you can do, and what you have done, then they simply won’t know because nobody else will.”
Katy Tynan
If you have a person on your team who seems consistently confrontational or negative, again it’s important to meet with them one on one and try to understand the root of that negativity so it can be addressed and resolved, Katy Tynan, founder of Liteskip Consulting Group in Boston, says.
Final Thoughts
Gaining respect and authority from employees does not automatically come with obtaining the title of manager. “Rather, these things are earned through consistent, supportive leadership, not established through any particular statement or action early on,” Ms. Tynan says.
Accomplish this by establishing healthy relationships with subordinates, discussing the change with employees and listening to their responses, and appropriately addressing staff members who may have an issue with you taking over the reins.
Karen Appold is a medical writer in Pennsylvania.
