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However, this can create a unique and sometimes uncomfortable dynamic: what do you do when you know more than your boss?
The New Age of Competency
We are in an era where information is accessible at our fingertips, and skills are being developed in real-time. Younger employees are walking into organizations with cutting-edge knowledge, an openness to new ideas, and a relentless drive to innovate. Naturally, this can put them at odds with older generations of managers, who may have years of experience but might not be as current with the latest advancements.
This generation also doesn't hesitate to voice opinions, whether in person or on social media, and they challenge outdated norms. But the real challenge is navigating this knowledge gap without disrupting the balance between leadership and direct reports.
The Mutual Benefit: A Personal Example
I have firsthand experience navigating this dynamic during my career between 1999-2012, when I worked in the niche domain of Safety, Health, and Environment (SHE) on a multi countries implementation mission. I was often expected to be more knowledgeable than my manager(s) due to the specialized nature of my expertise. However, this was never a source of conflict. On the contrary, my manager saw me as a resource to get things done. We coordinated flawlessly, delivering results time and again, which led to both of us prospering enormously. It was always "WE", Oh yes,!! delivering results, first time, beyond expectation is key for me thus to my manager.
I regularly came up with ideas, but rather than pushing them myself, I let my manager get them passed and executed. This allowed both of us to succeed—my expertise informed the projects, and their experience and leadership ensured they were implemented effectively. This is how it should work. When both sides play to their strengths, everyone wins. Also true was when we expanded our EHS domain, (Business Continuity, Product Stewardship, Energy Sustainability management), I was leading folks who were much smarter, knowledgable, hands on, in their area of expertise, So I allowed them to work on projects (with key performance indicators explained to me and aligned to busines goals), rest is their expertise to execute.
What Managers Can Learn
Managers don’t need to panic unless they are totally out of sync with their domain or unwilling to adapt. Leadership is not just about having the most technical knowledge—it’s about guiding, mentoring, and managing teams effectively. Even if a manager isn’t the most knowledgeable in a technical sense, their ability to navigate corporate structures, build relationships, and manage resources is invaluable.
In many cases, management views the boss’s role as one of trust and experience rather than raw technical skill. A good manager knows how to leverage the expertise of their direct reports, giving them the autonomy to perform while taking responsibility for ensuring overall team success.
Example: A senior quality engineer in a manufacturing firm may come up with new ways to streamline inspection processes. The manager may not understand every technical detail but knows how to get buy-in from upper management and ensure the change is implemented smoothly. By trusting their direct report’s expertise, the manager earns respect, and the team achieves success.
What Employees Should Understand
On the flip side, employees need to realize that unless something dramatic happens, their boss isn’t going anywhere. Viewing your boss as a barrier can cause unnecessary friction. Instead, see them as a facilitator. Your manager has the authority and influence to push your ideas forward, so work with them, not against them.
It's also essential to recognize the experience and wisdom your boss brings to the table. While you may have the technical know-how, your manager likely has years of valuable lessons learned through experience—things that aren’t found in any textbook. Rather than focusing on the knowledge gap, focus on how you can work together.
Example: A young data analyst might have more cutting-edge knowledge of AI tools, but their supervisor knows how to manage the relationship with key stakeholders. Together, they can harness both knowledge and experience to improve outcomes and strengthen the team's reputation.
The Path Forward: Mutual Respect
At the core of this relationship is mutual respect. Both managers and employees need to understand that their combined strengths make the team stronger. Managers can lean on the technical expertise of their direct reports without feeling threatened, and employees can benefit from the mentorship and guidance that only experience can bring.
When employees and managers trust each other, communicate openly, and understand that both bring unique value, it creates an environment where innovation and success thrive. I’ve seen this firsthand, and I believe it’s a model that can work in any industry.
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In 2024, the dynamics between employees and managers are evolving faster than ever, and there are a few practical aspects worth highlighting that reflect this shift. Here are the trend:-
1. The Rise of Hybrid and Remote Work
One of the biggest changes affecting the employee-manager relationship today is the rise of remote and hybrid work. In a remote setup, employees often have more autonomy, and the ability to independently manage tasks becomes even more critical. For a knowledgeable employee who may know more than their boss, remote work can both amplify their freedom and create more room for initiative.
Practical Tip: If you’re in a remote or hybrid environment and know more than your boss, use this as an opportunity to establish yourself as a self-starter. Take on tasks without being asked, and deliver results that make your manager’s job easier. This way, you avoid the perception of being a “threat” and instead become an indispensable asset.
2. AI and Technology Shifting Skills
In 2024, the advent of AI tools like ChatGPT / Gemini, and automation is reshaping industries, creating a significant knowledge gap between those who adapt to these technologies and those who don’t. Often, younger employees or tech-savvy individuals have a better grasp of these tools, which can create friction if managers are slower to adopt them.
Practical Tip: Rather than showing frustration, offer to train or demonstrate how these tools can benefit the entire team, including your manager. This way, you position yourself as a collaborator rather than a competitor. Managers will appreciate the initiative, and the entire team benefits from the knowledge you bring.
3. Changing Expectations of Leadership
Leadership expectations have changed. Today’s younger generation expects leaders to be more empathetic, transparent, and inclusive. In the past, managers who lacked technical knowledge might have been able to “command and control.” But in 2024, employees are less tolerant of this style. Younger professionals expect managers to be more collaborative and open to learning from them.
Practical Tip: If your boss isn't as collaborative or transparent, you may need to guide them subtly toward this new leadership style. For instance, share insights on leadership trends in a non-confrontational way—perhaps by forwarding articles on empathetic leadership or discussing examples of how collaborative work environments are succeeding in your industry.
4. Faster Job Mobility and Career Progression
Another big trend in 2024 is job mobility—people switch jobs more frequently, and career progression is faster. This creates a situation where you may have less experienced managers overseeing teams of highly skilled employees. Younger employees might find themselves reporting to managers with fewer technical skills, especially if the manager was promoted quickly.
Practical Tip: Recognize that career paths are not linear, and just because your boss has fewer technical skills doesn’t mean they lack other valuable leadership qualities. Focus on complementing their strengths. For example, if your manager excels at client relationships or project management but lacks technical skills, work with them to blend both your strengths and enhance overall team performance.
5. The Global Workplace and Cultural Sensitivity
The workforce is more globalized than ever, and it’s not uncommon for employees to work in multicultural teams. This adds another layer of complexity to the employee-manager dynamic. Managers from different cultural backgrounds may approach leadership and knowledge-sharing differently, leading to potential misunderstandings.
Practical Tip: Be aware of cultural differences in how knowledge and authority are viewed. In some cultures, openly correcting or outshining your boss could be considered disrespectful, while in others, it may be seen as a healthy exchange. Tailor your approach depending on the cultural norms of your team and company.
Conclusion
The world of work in 2024 requires both employees and managers to be more adaptable, empathetic, and open to continuous learning. The knowledge gap between generations is inevitable, but it doesn’t have to create friction. Instead, it can be leveraged for mutual success, as long as there’s mutual respect and a willingness to collaborate.
Let me know your comments, views?
Karthik
17th Sep 2024, 12 Noon.
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