When Your Employees Have More Experience Than You

Author: Jodi Glickman

Becoming a manager can feel intimidating. Suddenly, you’re in charge of not only your success, but also the growth and achievements of your team.

And if you’re in the early stages of your career, this transition can be even more difficult. You may still be trying to figure out who you are and what you want. And yet, it’s now your responsibility to bring out the best in others and inspire them to do great work.

While there are plenty of challenges that come along with taking on a management position early in your career, among your first will probably be managing and leading people who have more years of experience than you. How do you engender their trust, respect, and admiration?

Check Your Insecurities

You may not have as many years of experience as some of your direct reports, but that doesn’t mean you don’t deserve your leadership position.

If you find yourself worrying about not being taken seriously or respected by your employees, take a step back. Try looking for real-world evidence that supports your thoughts. Then, look for evidence that suggests the opposite.

Ask yourself: Would I have been promoted into this role if my supervisor, and the company, thought I was incompetent? Probably not. You may also find that your colleagues don’t actually attribute competence or high performance to years of experience.

No matter what you discover, remind yourself of this often: You belong in the seat you are occupying.

Get Everyone on the Same Page

People get picked to be managers because of their talents and people skills. This could be your ability to make sound decisions, bring different people together, influence others, and stay calm during tough moments.

When you start out, engage with your direct reports in one-on-ones. Talk about your vision and goals for the team. Remember that they come with experience, and their experience can help you refine your ideas. Leave space for two-way dialogue and stay open to feedback.

Be Confident Enough to Be Vulnerable

If you are feeling unsure or insecure while leading, your team will be able to read that energy and may become unsure of your leadership, too. That’s why it’s important to practice confidence when speaking to them: Make eye contact, use gestures to accentuate your point, stand or sit up straight, and maintain strong body language. Practicing your delivery method will help you speak with conviction, be clear about your intentions, and show up as the leader you aspire to be.

At the same time, don’t be afraid to be vulnerable and relate to your team during challenging projects or conversations. You’re not expected to walk in on day one and be an expert. You are, however, expected to be 100% honest—about the challenges your team is facing, the strategies you are contemplating, and your willingness to listen and learn from those around you.

When you share your ideas, leave room for your team to (honestly) reflect on them. Let them know that you value their opinions and experiences. You could say, “This is what I had in mind, and here’s why.… What do you think? Do you agree? Disagree? Is there anything we’re missing here? I’d love to have your thoughts and feedback.”

Especially when it comes to more experienced direct reports who may have worked at the organization longer than you have, solicit their opinions on what has worked in the past, what their current working style is, and where things are due for change. Ask how you can best support them. Say, “I know we started this new workflow last month. I wanted to know how you feel about it and take some time to review it.”

When you do that, be receptive to their ideas and views. Be transparent about your desire to establish a true partnership. Your goal should be to bring out the best in one another.

Be Generous

Leaders who are generous—with their time, energy, and resources, with sharing credit and giving meaningful feedback—are the ones who earn respect and admiration from their teams. Generosity at its most basic is this: Walking in every day and asking yourself, “How can I make my teams’ lives better or easier?” “What can I do to help them do their jobs successfully?” “How can I be an advocate for their ideas or support their initiatives?” “How can I showcase what they do right and have their back when things go wrong?”

Recognize that your employees may be at a different life stage than you. Spend time to learn more about them. Get a deeper sense of any barriers they may be facing and how you can try to remove them or, at the very least, be creative in coming up with workarounds or ways to collaborate. For instance, you may find that one employee has to homeschool their child during work hours. What can you do to support them and make their lives a little easier?

Being empathetic is critical to being a good leader. Do your best to accommodate different needs.

Regardless of your years of experience, you have what it takes to be a successful manager and leader. Rely on your transferable skills, show strength and humility, and demonstrate your willingness to learn alongside your team.