How young managers bridge the generation gap
At that time she found her age was an issue. "I used to find it confronting having to tell someone older than me that they weren't performing," she says. "I don't have an issue with it now, but back when I took over I was in the mindset of respecting my elders - which I still do - but I quickly realised I needed to find a balance as I wasn't able to articulate to older staff where they needed to improve."
She says some of the initial issues she dealt with revolved around technology. "Some of my staff really needed convincing that technology could help them," she says.
"But once they got it, they thought it was fantastic. I had one employee who refused to use an iPad, saying that pen and paper had always been OK for him. Now he's beside himself if he leaves for a job without it."
Ms Gambrellis says the way she deals with issues involving older staff is to take time to talk them through the process. "I do actually prefer working with older employees," she says. "They are more reliable than Gen Y, and you don't have to coax them to work for you by offering lots of bells and whistles."
Heidi Holmes, 31, runs job agency Adage, which specialises in placing older workers. She says if younger managers have issues with older workers it is usually down to perception.
"Whenever there is a reluctance to recruit an older worker, who I define as over 45, it is because they are viewed as not being willing to embrace change, or will be unable to use technology," Ms Holmes says. "But I never have any employers coming back to me and saying this has been the case."
She says managers have to acknowledge that today's workforce is more diverse than ever before so there is a need for managers, no matter what their age, to know how to deal with their staff.
Frequently Asked Questions about this Article…
Young managers can successfully lead older employees by balancing respect with clear expectations. The article describes Catherine Gambrellis taking time to talk older staff through new processes, being patient with technology training, and communicating performance issues directly but respectfully. Practical steps include one-on-one coaching, demonstrating benefits of change, and setting clear, consistent standards.
Resistance to technology is often an initial perception rather than a long-term problem. The article shares an example of an employee who refused an iPad but later preferred it. Employers can handle tech adoption by providing patient training, showing tangible benefits, and giving older staff time to adjust—approaches that quickly turn sceptics into advocates.
Some managers, like Catherine Gambrellis, report older employees can be more reliable and require fewer incentives than younger staff such as Gen Y. For everyday investors, workforce reliability can influence operational stability, customer service and employee turnover—factors that matter when assessing a company's long-term performance.
Yes. The article highlights that managers who can bridge generation gaps—by encouraging tech uptake and handling diverse staff—help maintain productivity and morale. Investors should note whether a company demonstrates strong leadership and effective people management, as these qualities can affect efficiency, costs and growth potential.
A common misconception is that workers over 45 won’t embrace change or use technology. Heidi Holmes from Adage says this is usually just perception; employers rarely report these predicted problems after hiring older workers. The takeaway is to evaluate candidates on skills and adaptability rather than age-based assumptions.
Younger managers should practice active listening, show respect for experience, clearly articulate expectations, and invest time in coaching and training—especially for new technology. The article suggests that patience, demonstration of benefits and one-on-one conversations help older staff adapt and buy into change.
Age diversity can bring both challenges and strengths. The article describes a small business where older staff needed convincing on tech but ultimately improved efficiency when trained. Diverse age groups can provide reliability, institutional knowledge and varied perspectives, but managers must be skilled at communication and change management to harness those benefits.
Investors should watch for high turnover among experienced employees, repeated complaints about leadership, slow technology adoption, and drops in service consistency. The article implies these issues often stem from poor communication or perception rather than the age of staff, so evidence of proactive training and clear management approaches is a positive sign.
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