亚色在线观看_亚洲人成a片高清在线观看不卡_亚洲中文无码亚洲人成频_免费在线黄片,69精品视频九九精品视频,美女大黄三级,人人干人人g,全新av网站每日更新播放,亚洲三及片,wwww无码视频,亚洲中文字幕无码一区在线

現(xiàn)如今,，三十多歲的人完全可能有比自己年長(zhǎng)一二十歲的下屬。雖然這種情況越來越常見,，但往往也伴隨著上下級(jí)關(guān)系緊張,。一方面，年長(zhǎng)的員工不喜歡年輕人指手畫腳,，另一方面積極上進(jìn)的年輕人努力想樹立威信,，但又不想大動(dòng)干戈,。

如果你年紀(jì)輕輕當(dāng)上經(jīng)理，好消息來了：即便下屬年長(zhǎng)幾十歲,，你一樣可以當(dāng)個(gè)成功的領(lǐng)導(dǎo),。咨詢多位職場(chǎng)專家后我們發(fā)現(xiàn)，無論和團(tuán)隊(duì)成員年紀(jì)相差多大,，只要掌握以下要訣,，你都能當(dāng)好上級(jí)。

為人謙虛

有雄心固然好,，但不要表現(xiàn)得高人一等,。你可能覺得需要證明自己是憑真才實(shí)學(xué)坐上高位。但是,，總強(qiáng)調(diào)過去多么優(yōu)秀可能會(huì)顯得愛吹噓,。美國(guó)德克薩斯州奧斯汀的領(lǐng)導(dǎo)力發(fā)展專家沙拉·卡納迪指出：“有時(shí)，領(lǐng)導(dǎo)最好少說話,。”

要樹立優(yōu)雅謙遜的形象,?？{迪說：“在這方面哪怕做得過分點(diǎn)都不要緊。有資歷的員工對(duì)權(quán)力和特權(quán)的跡象異常敏感,，你要充分接受一點(diǎn),，即你主要任務(wù)是提供支持，給大家鼓勁,，盡管這話聽起來像老生常談,。”

了解年長(zhǎng)的下屬喜歡用什么方式溝通

或許你的溝通風(fēng)格是直截了當(dāng),，直奔主題,，可年長(zhǎng)的員工也許習(xí)慣開會(huì)剛開始花幾分鐘時(shí)間聊聊天氣。美國(guó)加利福尼亞州的職場(chǎng)代際差異專家奇普·埃斯賓諾莎博士建議,，不妨留意年長(zhǎng)員工習(xí)慣的節(jié)奏,，調(diào)整自己的風(fēng)格稍作迎合。

對(duì)于工作和生活,，年長(zhǎng)者通常比年輕人分得更清楚,。因此你如果打算晚上11點(diǎn)還發(fā)電郵就該三思了，否則下屬會(huì)覺得,，你想要他們一周七天每天24小時(shí)隨時(shí)待命,。埃斯賓諾莎建議，如果沒有特殊情況,，晚8點(diǎn)到早6點(diǎn)之間最好別談工作,，這樣對(duì)大家都有好處,。

向年長(zhǎng)的員工學(xué)習(xí)

花時(shí)間了解你的團(tuán)隊(duì)成員，以及工作方式,?！耙?yàn)橄聦賯儽饶懔私馄髽I(yè)文化，你如果想成功就需要他們幫助,?！泵绹?guó)賓夕法尼亞州職場(chǎng)與領(lǐng)導(dǎo)力顧問、著有《敬告千禧一代：這是父母沒有告訴你的事》和《老板需要你知道這些事》的工商管理碩士翠西.C.瓊斯如是說,。

瓊斯認(rèn)為,，年長(zhǎng)員工多年的經(jīng)驗(yàn)可以幫助你更好地完成工作，避免陷入窘境,。

不要讓年長(zhǎng)員工反客為主

假如你比同事年輕,，即使你是領(lǐng)導(dǎo)也容易遭到利用，尤其是新官上任時(shí),。

埃斯賓諾莎指出：“有時(shí)年長(zhǎng)的員工喜歡捉弄比自己年輕的領(lǐng)導(dǎo),，說一些諸如‘你更懂技術(shù)，這個(gè)工作不如你去……’這樣的話,?！蹦闶菓?yīng)該支持員工，但也得堅(jiān)持個(gè)人權(quán)責(zé),，克制越俎代庖的沖動(dòng),。

如果你發(fā)現(xiàn)碰上了這種事，不要把活都攬到自己身上,，把項(xiàng)目交還給年長(zhǎng)的員工,，然后主動(dòng)提出教他們使用必要的程序完成工作。

尋找共同領(lǐng)導(dǎo)的搭檔

瓊斯說,，在團(tuán)隊(duì)里找一些模范成員并且交上朋友,，這很重要?！斑@些成員會(huì)迅速接受你,，為你打氣?！倍疫@些人在公司往往有些年頭了,，同事們都比較信任。

“他們會(huì)幫你,，”瓊斯說,，“他們找其他員工說話比較方便，可以幫著解釋‘嘿，我們是應(yīng)該這么做,，理由是這樣的,。’”

接受對(duì)個(gè)人行事方式的任何建議

卡納迪建議,，你應(yīng)該主動(dòng)讓團(tuán)隊(duì)成員了解自己的領(lǐng)導(dǎo)風(fēng)格,，以及你對(duì)他們的期待。這樣他們才不會(huì)按自己的想法走,。她說：“不要生硬地下命令也不要亂指揮,，要記住你是教練，是同事們堅(jiān)實(shí)的后盾,，你最大的作用就是掃清前進(jìn)的障礙,。”

不過,，別剛剛上任就大改特改,。埃斯賓諾莎建議，你向所有人征詢：你覺得哪些需要改變,，哪些不想改變,？了解公司的人可以提供建議，讓你知道之前有過哪些改變的嘗試沒能奏效,，省得你犯同樣的錯(cuò)誤,，最后惹麻煩又尷尬。

“讓同事們參與討論,，因?yàn)榻Y(jié)果不外乎兩個(gè)，要么他們幫你,，要么就是抵制你,。”埃斯賓諾莎說,。

表明你打算長(zhǎng)期做這份工作

讓員工知道,，你對(duì)這個(gè)職位傾注了心血，而不是當(dāng)作升職的跳板,。埃斯賓諾莎指出：“缺少耐心是很多千禧一代的致命弱點(diǎn),。不少員工之所以對(duì)年輕的管理者感到失望，正是因?yàn)橛X得管理者總想著下一次升職,?！比绻芨惺艿侥愕耐度耄瑘F(tuán)隊(duì)會(huì)更尊重你,。（財(cái)富中文網(wǎng)）

譯者：Pessy

審校：夏林

These days, it’s entirely possible for someone in their 30’s to oversee people 10 or 20 years older. And although that scenario is increasingly common, it’s often met with tension. The older crew doesn’t want to be bossed around by someone younger, while the young go-getters grapple with how to establish authority without shaking things up too much.

There’s good news if you’re a young manager: You can be successful in your role even when you’re managing people decades older than you. We spoke with a number of career experts about how to be the boss—no matter how big of an age gap you’ve got with your team.

Be humble

Don’t let ambition come across as arrogance You might feel like you need to validate how you ended up in your advanced position. But rattling off your impressive resume could come off as bragging. “Sometimes a leader is better off saying less,” says Sara Canaday, a leadership development expert based in Austin, Texas.

Aim to be graceful and humble instead. “You almost need to overcompensate here,” Canaday says. “People who have been there longer are going to be hypersensitive to any signs of power and privilege, so you need to embrace that your role is to be supportive and—corny as it sounds—an inspirational leader.”

Understand how they like to communicate

You might have a direct, to-the-point communication style, whereas older employees might be used to spending the first few minutes of every meeting chit-chatting about the weather. Pay attention to the pace they’re used to and cater your style when appropriate, suggests Chip Espinoza, Ph.D., a California-based expert on generational diversity in the workplace.

Since the older generation tends to divide work and life more than young people do, you should reconsider sending 11 p.m. emails, lest your team thinks they’re expected to be on the job 24/7. To get on everyone’s good side, avoid communicating between 8 p.m. and 6 a.m. unless absolutely necessary, Espinoza suggests.

Learn from your older employees

Take the time to recognize the team that’s in place and how things are done. “They have the corporate culture knowledge that you need to be successful,” says Tracey C. Jones, M.B.A., a Pennsylvania-based career and leadership advisor and author of A Message To Millennials: What Your Parents Didn’t Tell You and Your Employer Needs You to Know.

Their years of experience can help you navigate your new responsibilities and avoid tenuous situations, says Jones.

But don’t let them push you around

When you’re younger than your coworkers, even if you’re their manager, it’s sometimes easy for them to take advantage of you—especially if you’re new to management.

“Sometimes older workers will kind of play younger managers and say things like, ‘Oh well you’re better at technology,’” Espinoza says. Be supportive while also holding the person accountable. Resist the urge to do their work for them.

If you find that happening to you, instead of piling more on your plate, shoot the project back to the older person and offer to teach him or her how to use the necessary programs.

Find co-leaders

Jones says it’s important to look for and befriend the exemplary members on your team. "These are the followers that are going to be your early adopters, your cheerleaders,” she says. Often they’ve been with the company for a while and are trusted by their colleagues.

“They're going to help you,” Jones says. “They're going to go down to the other employees and say, ‘Hey, listen, we need to do this and here's the reason why.’”

Be open about your way of doing things

Proactively share your leadership style and what you expect from your team so they’re not left to fill in the blanks, Canaday says. “Instead of instructing or directing, embrace the idea that you’re a coach and a sound board and you’re there to remove obstacles,” Canaday says.

But don’t just swoop in on day one and change everything. Instead, Espinoza recommends asking everyone: What is the one thing you don’t want to see change and what’s the one thing you think needs to change? Someone with institutional knowledge can advise you on previous attempts at making changes that didn’t work out, and save you the hassle and embarrassment of making the same mistake.

“Bring them into that discussion because you can set it up where they’re going to be helping you, or you can set it up to where they’re going to resist you,” Espinoza says.

Make it clear that you’re in it for the long haul

Let them know you’re invested in the position and not just using the role as a stepping-stone. “The Achilles' heel for many millennials is a lack of patience,” Espinoza says. “A lot of people can be frustrated with young managers because they feel the managers are already focused on their next promotion.” Your team will respect you more if they feel you’re committed.