Emotionally Intelligent People, and Why Older Employees Might Resist Change.

“Traditionalists” were born in ’43 and earlier.  Clients often ask me the best way to manage and work with them.  This message is a bit longer than  your usual “quick tips”, but training in emotional intelligence definitely helps.  You may want to print this one out and read it later.

As with interacting with all generations, follow one of the wonderful “Seven Habits of Highly Effective People” and “Seek first to understand.”  By the way, understanding is *not* the same as agreeing with them, so there’s no threat to your integrity or intelligence by implying that you agree with the way others see the world when you might not.

Even the most emotionally intelligent have to ponder this topic.

Think for a minute about the world in which the Traditionalist grew up and entered the work force.  They came of age during WWII and were influenced by traditional gender roles and when they started work, employment with one company for life was common.  Hard to imagine that now, isn’t it?

They were brought up to stick with the job, suck it up if they didn’t like it and move up the ranks through showing loyalty, competence and longevity.

Their peeves?  Those young whipper snappers who come in and want a promotion after 6 months, or worse yet, want to start at middle management.  That’s a completely foreign idea (and let’s be blunt) a presumptuous idea in their mind that someone could get such a jump start in the company when they’re used to working years for such a position.

Also, remember that the #1 reason people resist change and may even become difficult around it is that they fear the loss of self-esteem and job security.

Let’s say that you’re incorporating a new computer operating system.  Your younger generations are “hard-wired” to readily accept these rapid changes in technology and likely readily embrace these changes, learning quickly and enjoying the process.

Your elders at work could be thinking “I don’t want those youngsters standing over my shoulder when I try to learn this new stuff.  I don’t want to look stupid and have them lose patience with me.”  Or, “If we keep adding all this technology, sooner or later, I won’t be able to keep up, or I won’t be needed anymore.”

How can you help?  First, acknowledge what they bring to the table.  I’m the first to appreciate the fresh perspective that comes with working with young people.  At the same time, remember the invaluable asset of knowledge that can only come with experience and yes, having “been there, done that.”  Ask them openly for flaws in new ideas, say “I know you’ve seen a lot of what doesn’t work around here.  Let’s apply that experience in anticipating future problems with these new ideas that will help our company stay competitive in the coming years.”

And, when incorporating new technology, consider breaking up your training groups into levels, such as beginning, intermediate and advanced, so people who like a bit more time when learning new tech tricks won’t feel self-conscious about asking more questions and those who learn it quickly can nail the new skills and move on.

With love and respect,

Crystal Jonas

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