Leading more experienced team members part 2

Last week we looked at the foundational approaches to leading team members who are older or more experienced. We covered the importance of getting your mindset right, leading with respect and genuine relationship-building, and embracing reverse mentoring.

This week, we're getting more tactical. And next week, we'll also tackle one of the trickier scenarios: what to do when an experienced team member is actively resistant to your leadership.

1. Balance participation with clarity and recognition

As covered in the previous post, working collaboratively with your team is critical, and there is no doubt that being participative (seeking input, involving people in decisions) is generally the righ approach. But research suggests this is not enough on its own, particularly when you are in the early stages of leadership and managing more experienced staff.

Studies have found that for newer leaders, what really helps retain talented team members is what researchers call "contingent reward".

This sounds a bit off-putting to me, as if you are holding back approval as a way of driving performance. But in reality, this just involves making sure you are ultimately clear about what your team members are expected to do and then giving fair recognition when those expectations are met.

A highly participative style without these twin elements can be less effective at keeping people engaged.

The balance here is important. You want to be collaborative, but you also need to provide the structure and clarity that experienced professionals expect from competent leadership. As with many things in leadership, good communication is at the heart of this approach.

2. Lead, don’t direct

Your experienced team members don't need you to tell them how to do their jobs. What they need is someone who can clear the path so they can do those jobs well.

This might be:

When you shift from "directing" to "enabling," you add genuine value without getting in the way of your team members’ expertise. You become an asset rather than an obstacle.

This is also where your positional authority becomes useful. You may have access to decision-makers and resources that your team members might not. Use that access on their behalf. Facilitate, don’t micro-manage.

3. Get yourself a mentor and build your support network

I know from my own experience and from the research on the subject that novice leaders benefit enormously from formal mentors, peer support, and structured development opportunities.

Don’t simply try to fake it till you make it. It isn't a sign of weakness to be learning. It’s only by learning that you build the confidence and strategic skills you need to lead effectively.

If your organisation offers leadership training or mentoring programmes, use them. If it doesn't, seek out your own support:

This isn't just for your own benefit. When you're more confident and capable, your team gets a better leader. And everyone wins.

Leading team members who are older or more experienced than you is hard but you can work through it using the strategies and tactics we’ve covered in this series of posts. Get these fundamentals right, and the age or experience gap will matter far less than you might expect.

Next week, we'll look at what to do when, despite your best efforts, you encounter a team member who actively resists your leadership.

All of my posts for new leaders are here.

Coaching - I have a few spots available for 1 to 1 coaching. I can help you with any of the people leadership challenges you might be facing. There are more details here.