Have you noticed the changing face of managers over the last few years? They're starting to look like the dancers in the GAP ads, young, fresh and energetic. For generations, promotions depended, to some degree, on seniority. Much of that is changing as companies look to younger, Generation X high-flyers to bring fresh energy, high technology and a change mindset to the job. It's causing a shake up in the workplace, and requires some respectful tolerance and new strategies.

(Note: Generation X includes 52.4 million people born from 1965-'78; Generation Y includes 77.6 million people born since 1979.

The tight market for talent and age demographics are contributing to this trend. Consider that the number of workers age 20-34 in the managerial category increased from 4.8 million in 1994 to 5.2 million in 1998, according to the Department of Labor. Younger bosses will become even more common as baby boomers (born between 1946-'64) are outnumbered. USA Today, reports that "Already, 14% of top executives such as CEO's, presidents and company owners are in their thirties or twenties, according to Dun and Bradstreet."

So, how do you react when your twentysomething boss says, "Dude" a lot, and doesn't have much patience for your lack of computer skills? And as a young and eager manager, full of ideas, how do you handle a fortysomething employee who resents taking direction from someone as old as their child?

Here are some thoughts to keep in mind:

Younger managers

Older workers have a Ph.D. in life and job experience. Tap their expertise. Ask them for advice and input often. Admit when you don't know an answer.

Older workers can learn new technology and many are eager to do so. (Older Americans are one of the fastest growing groups jumping online.) Older workers can feel threatened by young managers. They fear being pushed out if a lay off occurs. They can also feel undervalued and passed over. Recognize their contributions and provide them with visibility so senior managers see their accomplishments.

Lose the attitude. Resist the temptation to think you're hot stuff, no matter what your signing bonus was. Having a great, new idea is wonderful but won't get you anywhere if you can't get anyone to buy in.

Use your authority when you need to. You will win respect from your employees if you can step up to make the tough decisions and discipline those who need it. If you can get past your intimidation and lead, they will forget how old you are.

Try to put yourself in their shoes. How would you feel if you had to take orders from your kid sister?

Shake off stereotypes and come in with an open mind. Resist the urge to label older workers as set in their ways or an "old dog" who can't learn a new trick.

Older employees:

Realize that your organization is probably seeking a different kind of leader than it had in the past. Promoting a younger worker is usually an attempt to get fresh ideas, more energy, improved technology and stronger leadership.

Give 'em a break. This isn't easy for your new boss, either. Take the time to help and teach your young manager, if necessary…without rolling your eyes.

Be open to new ideas and approaches. Banish resistant phrases from your vocabulary, "Why can't we do it the old way?"

Ask what you need to learn, in order to stay state-of-the art and employable.

Resist the temptation to look down on your new manager as inferior, or favored only because of their youth or college education. Instead, become partners who rely on each other's strengths.
The organization:

Try to find ways to hang on to your experienced workers, through part-time or other flexible working arrangements. When they walk out the door, they take valuable intellectual capital with them.

Actively recruit older workers. Most bring experience, a good work ethic, stability, maturity, and motivation to the workplace. There are many retired persons looking to supplement their social security or who just want to stay active and productive.

While developing staff for the future, don't forget the employees who got the company where it is today. Many are still eager to grow and learn right up to retirement.

A mix of older and younger employees can be good for both groups.

Provide training and mentoring to younger managers, so they will lead with tact and respect and have the confidence and skills to manage someone older than they are.

Joan Lloyd is a speaker, trainer & consultant for companies of all sizes, from start-ups to the Fortune 500, as well as trade & professional associations across the country. Reach her at (800) 348-1944, Email info@joanlloyd.com, or www.joanlloyd.com.