The Boss Baby, starring Alec Baldwin, Steve Buscemi, Jimmy Kimmel, and Lisa Kudrow, premiered this past weekend. It’s the story of a baby who not only takes over a family (as all babies do) but is a savvy business baby, intent on finding a way to stop the influence of evil puppies in the world. Puppies, you see, distract from the cuteness of babies.
It’s funny and everyone who has a little brother or sister can relate to that moment when you got dethroned. But what about in the real world. Have you ever had a job where a “Boss Baby” took over? That is, have you ever worked with a significantly younger manager?
This isn’t an article about Millennials, although most of today’s boss babies are Millennials. It’s about dealing with any type of boss baby. It could be someone who is chronologically younger than you are, and it could be dealing with someone who has less experience in your field than you do. Either way, it’s a challenge. Here are some ways to deal with your own boss baby.
To keep reading, click here: When a Boss Baby Shows Up at Your Office
The longer one lives and works, the more likely one is to have a manager who is younger — and less experienced — than they are. Each new boss is unique and poses unique challenges for his or her employees. However, the bottom line is, the boss is the boss, and regardless of any doubts one might have about the new boss’ experience, you have to get along with your boss, and the better you do so is best for all around. The real boss babies about whom I worry are the bosses who are emotionally immature and — as a result — can be very difficult to work under.
Unfortunately though, too many employers value a degree over life experience. I’ve seen older workers who don’t have that magical piece of paper but who have decades of experience and know the industry inside and out get passed over for a younger person with little to no experience, simply because the younger person has a Degree.
I would find that grating, too!
And some corporate cultures and some individual workers value subject matter expertise over leadership qualities.
Before I retired I regularly counseled my employees about what they needed to do to rise in the company. Subject matter expertise, widely prized by the general employee population, doesn’t matter as much as strategic thinking and leadership. My company had an extraordinarily strong tradition of promoting employees from entry-level positions; a recent chairman had started in an hourly position. But in the 80s and 90s things shifted toward degreed people entering the company in management positions. And employees refused to see the situation clearly. I’d frequently suggest that employees take a class (e.g., business writing) or get or finish a degree. I had one fellow who lacked a couple classes for a degree. Few took me up on the challenge.
So if someone wants to rise, and sees that a degree is valued by those who decide on promotions, his or her path is clear. However, you can lead a horse to water …
I think the key here is making sure the management that promotes/hires newer TRAIN them on how to manage.
I mean really train. How to handle difficult employees. Time management. Interaction with other departments. Stuff like that.
And it is important for the new managers manager to be involved with how they are doing. Mentor them, coach them.
I work with a supervisor ( mid 30) ( I am the admin and we report to the same manager ) and she just is not a good supervisor. Nice enough, not on a power trip, but too timid to the staff, can’t organize herself, no time management, the list goes on.
We have had a new manager since Aug. The old manager ( she got promoted, same area higher position) never
” called” the supervisor on this stuff. They just fixed the problems as needed and never looked forward and never looked back. No…” Hmmm lets not let this happen again what can we do”. Or them letting staff kinda just do whatever. Try reigning that all in now.
So now the new manager is making the supervisor more accountable for errors/lack of skills and it is turning out bad. The supervisor just sits there with a… ” Why now?” kinda thinking. Now what do I do?
She flat out does not have the skill sets for this job and it is coming out loud and clear. Or even understand what the problems are and how to fix them.
So regardless of age there are some people that are natural at management skills and others that are just simply not.