| My subordinates are very experienced and older | | | | understands them is more liked than a person |
| than me . How do I control them? Ramesh asked | | | | who is indifferent to them and demands work |
| me. He was just 26 and working in a managerial | | | | without consideration. |
| position in a multinational company. | | | | 3. Value the experience. |
| Ramesh's problem is not isolated. Many a times, | | | | Many times the experience of an employee can |
| young managers feel unhappy and embarrassed | | | | be useful in handling situations. You as a manager |
| by elder subordinates. This results in total | | | | can get their opinion about the problem at hand |
| dissatisfaction of the employee and also bad work | | | | and try to improvise on the solution. Also |
| atmosphere. But you can avoid this by following | | | | discussions with elders valuing their opinions will be |
| the five principles given below. | | | | very much helpful to you in maintain a relationship. |
| 1. Be soft but firm. | | | | 4. Give them the pride by delegating. |
| Elders often get irritated by a harsh tone from a | | | | After some time you get a feel of the capabilities |
| young manager. But you can be conveying the | | | | and limitations of each. If you find a subordinate |
| same feelings in a calm voice. This will not hurt | | | | capable you can make him feel a position by |
| him. | | | | delegating important work to him. Only thing is |
| For example for a late coming person, the | | | | that he should not have a feeling that you are |
| question "why are you late today?" can be put in | | | | delegating because of your incapability. |
| many ways some of which hurting and some | | | | 5. Keep your cool. |
| very gentle but firm. | | | | In spite of all these, if you find that the situation is |
| 2. Try to understand their problems. | | | | tense or unpleasing, try to keep your cool and |
| Elders may have many problems which may | | | | handle it. It may even be better to leave it as it is |
| seem irrelevant to you. This may include health | | | | for some time before you handle it. |
| related problems, family matters etc. A boss who | | | | |