Emptying the Summer Mailbag
Steve Adubato, Ph.D.

Stephanie Kip from Montclair raises an issue that is increasingly common for older professionals in the workplace. Says Stephanie, “Due to the current economy and 9/11, I was unemployed for 1 ½ years. I ended up taking a job in my chosen field, but for the first time in 20 years, I am now a line staff employee (not the Program Director) and making half the money I've previously made. My boss is half my age, only has a BA degree (I've got an MA) and has only been an administrator for 2 years. I am often tempted to advise my boss based on her lack of experience. What advice can you give to someone who is directly supervised by a boss who has far less experience in a specific field?”

You are not alone, Stephanie. More and more older professionals have lost their managerial jobs and have re-entered the workplace in positions with less authority. Your best bet is to take a positive attitude regarding the situation and offer to be helpful to your younger boss. Tell her that you respect her opinion on a specific issue, but also share your experience when dealing with a similar situation in your career. Tell her you want her to benefit from the mistakes you’ve made through the years. Don’t patronize or talk down to her. Just let her know that you know how hard her job really is and that you want her to succeed.

Melissa Brenner (a pseudonym since this reader asked to remain anonymous) wrote that a recent column on micromanaging touched her. Says Melissa, “I am a conscientious employee and very detail oriented. Recently, due to these skills I've been asked to extend my 'management' to all current projects within the company, which has become time consuming.” Says a frustrated Melissa, “I don't feel productive when I spend so much time checking up on other people. Our close-knit group of long-time employees is beginning to unravel. I'm uncomfortable in my new role and I know my co-workers are feeling the same. Any tips, Steve?”

Obviously, Melissa, you are a classic victim of your own success. Why not tell your boss that given your new role and added responsibilities, you are concerned about the impact this will have on your ability to perform at the level of excellence you expect of yourself. Let him know you appreciate his confidence in your abilities, but that you would love to see other team members grow and develop their skills as well. Offer to work directly with them as a coach/mentor in the areas you are particularly strong in. Help him to see what he cannot see for himself. Hopefully he will get it, but even if he doesn’t, you can only learn from the experience.

Dave Beverly, President of France-Beverly International, responded to a recent column on the need for leaders to lead, not be liked. “An important skill for any leader is specific feedback. When a leader makes a statement to an individual or group, he must convey why the statement is being made, why it is important and a brief history leading up to that moment…Specific feedback usually follows a SMART pattern (Specific, Measurable, Attainable, Relevant and Timely.)” Dave went on to say that he disagreed with that column’s recommendation to ‘keep socializing to specific situations.’ Instead, Dave believes that social interaction is “dependent upon the job, work environment and the leader’s personality. One of the key elements missing in today's work place is a sense of community.”

You raised several good points Dave, and I can’t disagree with any of them. Thanks for the SMART feedback.

Dr. Steve Adubato coaches and speaks on the subjects of communication and leadership and is the author of the book "Speak from the Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza, Newark, NJ 07102, visit his Web site at www.stand-deliver.com, or e-mail him at sadubato@aol.com.

Back to Star Ledger Column