Perfectly Seasoned
Managing & motivating experienced professionals
by Roberta Chinsky Matuson


Recently, I’ve been playing a role similar to Cyrano De Bergerac. Why? I’m providing the words for my sister’s voice as she stumbles to survive in today’s corporate environment.

My sister had her own business for 10 years. Recently she sold it and at the age of 49, has found herself working in the corporate world in New York. She might as well be working in Greece because everything around her seems foreign. I’ve spent hours translating the behaviors she’s experiencing into a language she can understand. On almost a daily basis, I’m providing her with email responses that she cuts and pastes into her own email before responding to the actions of her superiors. She is fortunate to have such a resource. Others aren’t so lucky.

How many companies are managing experienced personnel as if they are entry-level workers? My guess is too many.

The average age of the workforce is increasing steadily as baby boomers delay retirement. Companies must adapt their policies and train managers to deal with this sector of the workforce or they will find themselves without anyone to fill the empty chairs.

Here are tips to help PBWC members get started:

R-E-S-P-E-C-T – Aretha Franklin sang about it, but it’s more than just a song. Companies need to embrace what the mature worker brings to the table. Instead of dismissing their ideas, acknowledge their perspective and listen for those pearls of wisdom that can only come from experience.

Tolerance for the technically challenged – Young managers can’t imagine a time when people grew up without their own personal computers. No, I’m not talking about Pre-historic times. I’m talking about those of us that grew up in the 50s and 60s. While there are many people who have adapted well to the use of technology, there are others that are still adjusting.

Start by looking at how your organization trains its workforce. One size no longer fits all. Computer based training may work well for the younger set, while the more mature worker may do better with one-on-one training. Explain this to your managers and encourage them to choose the type of training that will work best based on the needs of their employees. This small step can help eliminate the frustration that often escalates when one party wants to learn something and the other party believes that they should be able to figure it out themselves.

Set expectations – My sister just got her first pay raise since being re-employed into the corporate world. When she called to tell me the news, I was ready to congratulate her. Here’s how the conversation went. Sister: “Can this be right?” Me: “Can what be right?” Sister: “I just got a 29 cent raise after being in my job for a year. Surely this is a mistake.” Me: “Is the percentage between 3 and 4 percent?” Sister: “Just below 3 percent.” Me: “Congratulations, you’ve received an average increase.” Sister: “What do you mean? I used to give my employees 50 cents to $1.00 per hour increases.” Me: “Silly you. Perhaps you should have called me before doing so.”

Inform employees up front that your salary increases are averaging a certain percentage to avoid surprises like the one described above. If my sister’s company would have done this, they could have easily avoided this employee relations mess. Did I mention that this increase showed up in her pay check without any salary discussion from her supervisor? That’s a whole other article.

Stand on the corporate ladder – Many younger managers assume that everyone wants to go up a rung on the corporate ladder. This couldn’t be further than the truth. Like an animal that feels threatened, they often go into defense mode when dealing with more experienced members of their staff. This kind of behavior in your organization probably won’t help you win too many employer awards.

Like diversity initiatives, managers and supervisors need to be taught how to embrace the differences each generation brings and how to leverage these differences to create a more powerful organization. This starts with open dialogue, which leads to better understanding. Training supervisors and managers on how to motivate an inter-generational workforce should be incorporated into everyone’s training.

There are lots of people like my sister who have re-entered the workplace. Organizations must start paying attention to the needs of seasoned professionals if they expect to retain this valuable sector of the workforce.

As seen in this issue of Connections Magazine

Roberta Chinsky Matuson