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????芬克爾斯坦表示，在實(shí)際工作中，經(jīng)理的任務(wù)是“讓年長(zhǎng)的員工知道，你尊重他們的經(jīng)驗(yàn)，同時(shí)仍要堅(jiān)持對(duì)團(tuán)隊(duì)的領(lǐng)導(dǎo)”。在此提供三個(gè)幫助你走上正軌的小竅門：

1．尋求反饋和建議

????芬克爾斯坦表示，“無(wú)論年齡多大，永遠(yuǎn)不要以一副百事通的形象示人。尤其是考慮到你手下的員工的確在某些方面比你更有見識(shí)?！?/p>

????除了表示尊重而需平息怒氣外，學(xué)習(xí)他人的經(jīng)驗(yàn)也可以提升自己的優(yōu)勢(shì)。芬克爾斯坦稱：“了解曾經(jīng)奏效或不奏效的方法，都可以幫你避免無(wú)用功?！?/p>

2．你是負(fù)責(zé)人，年齡不是問題

????芬克爾斯坦建議：“通過證明擁有從事管理工作的能力，你才獲得了現(xiàn)在的職位。不要質(zhì)疑自己的權(quán)威。”他補(bǔ)充道，年長(zhǎng)的員工“不是你的父母。實(shí)際上，你有權(quán)對(duì)他們發(fā)號(hào)施令。”而且，在有些時(shí)候，你必須這樣做。

????有些人（你可能也是其中的一員）抵觸作為領(lǐng)導(dǎo)者的一面。芬克爾斯坦說：“除非你的天性就是喜歡指揮別人，否則，在告訴他人該做什么，對(duì)他人的表現(xiàn)給予坦率反饋的時(shí)候，難免有些尷尬。而當(dāng)他們的年齡與你父母年齡相當(dāng)時(shí)，就更加棘手了?！?/p>

????如果你在這方面有障礙是因?yàn)閭€(gè)性使然，那就試著詢問人力資源部門，有沒有針對(duì)新任經(jīng)理（各年齡段）的培訓(xùn)。幾乎所有的大型公司均提供類似的培訓(xùn)。畢竟，公司是希望你成功的。

3．始終把關(guān)注的焦點(diǎn)放在團(tuán)隊(duì)身上

????經(jīng)理的責(zé)任是讓每位成員關(guān)注共同目標(biāo)。芬克爾斯坦說：“不應(yīng)該關(guān)注同事之間的年齡差異——或其他任何差異；相反，應(yīng)該不斷傳遞這樣的信息：所有人都齊心協(xié)力，致力于滿足客戶需求，使公司獲得成功。這是最重要的。所以，不要被次要問題分心。”

????即使年齡不是問題，做領(lǐng)導(dǎo)也需要練習(xí)，認(rèn)識(shí)到這一點(diǎn)，會(huì)對(duì)你有所幫助。你已經(jīng)擔(dān)任領(lǐng)導(dǎo)崗位幾個(gè)月了，但是對(duì)自己的角色還沒有十足的把握，這反過來(lái)也會(huì)使團(tuán)隊(duì)的成員對(duì)你失去信心。

????補(bǔ)救方法：時(shí)間，以及幾場(chǎng)漂亮的翻身仗。芬克爾斯坦說：“集中精力做一個(gè)卓越的領(lǐng)導(dǎo)，流言終將自行消散?！?/p>

????反饋：你有沒有在比你年輕的領(lǐng)導(dǎo)手下工作的經(jīng)歷？如果你是年輕的經(jīng)理，你認(rèn)為哪些做法能夠贏得年長(zhǎng)同事的尊重？歡迎發(fā)表評(píng)論。

????譯者：?jiǎn)虡潇o/汪皓

????In practical terms, your task is "to let your older teammates know that you respect their experience while still asserting your leadership of the group," says Finkelstein. Three ways to get on the right track:

1. Ask for feedback and suggestions.

????"You never want to come across as a know-it-all, no matter what age you are," notes Finkelstein. "That's especially true when someone working under you may actually be more knowledgeable than you, in some areas."

????In addition to being a sign of respect that might smooth more than a few ruffled feathers, getting the benefit of another person's experience can work to your advantage. "Seeking out information about what has worked, or not in the past could keep you from reinventing the wheel," Finkelstein says.

2. You are in charge, regardless of your age.

????"You earned your current position by proving that you're capable of handling a managerial job. Don't question your own authority," Finkelstein advises. Employees who are older than you "aren't your parents. You can actually tell them what to do," he adds. In fact, sometimes you have to.

????Some people (you may be one of them) resist that aspect of leadership. "Unless you're bossy by nature, telling others what to do and giving them honest feedback on their performance is always a little awkward," Finkelstein says. "It's infinitely trickier when they are old enough to be your parents."

????If your personality type is such that you struggle with this, consider asking the human resources department if training is available for new managers (of any age). Almost all large organizations offer it since, after all, they have a vested interest in your success.

3. Keep the focus on the team.

????As a manager, you're responsible for keeping everyone's attention on shared goals. "Instead of focusing on age differences -- or any other differences, for that matter -- among colleagues, constantly promote the idea that you are all working toward satisfying customers and making the whole enterprise more successful," says Finkelstein. "That's what counts. So don't allow side issues to become distractions."

????It would probably help to recognize that, even when age is not an issue, learning to be a boss takes practice. After only a couple of months in the job, you may not yet feel secure enough in the role, which may in turn be causing your teammates to lack confidence in you.

????The remedy for that: Time, and a few notable wins. "Concentrate on being a great leader," Finkelstein says, "and the wisecracks will stop. Eventually."

????Talkback: Have you ever worked for a boss who was much younger than you? If you are a young manager, what has helped you gain the respect of older colleagues? Leave a comment below.