Too Young to be Our Leader

By Rose O. Sherman, EdD, RN, NEA-BC

As many seasoned nurse leaders retire, younger nurses are stepping into leadership roles.  Many tell me they are being challenged by their more experienced staff about their age and abilities to step into these complex leadership roles.  Instead of receiving support, they are getting pushback even when no other staff member on the unit has any interest in the role.  While it is true that clinical experience is essential for leadership credibility, it should not be viewed in isolation.  The nurse’s leadership aptitude, interest, interpersonal skills, and emotional intelligence must also be considered. The competencies needed to be a successful leader differ from those in a staff nurse role. The challenge for young leaders is how to respond when they are tested.  Here is some advice from the experts:

1. Expect to be tested even by staff with no interest in being leaders.  

I often tell young leaders to expect pushback and mentally prepare for it. Age-related skepticism is normal. The key is not to become defensive. Sometimes, being self-effacing and acknowledging your youth can help deflect the criticism.

2. Respect everyone’s skills and abilities by learning as much as possible about generational differences.

Staff want to be understood, recognized, and respected by their leaders. Generations differ in what they expect and want from leaders. Take the time to learn how to tailor your leadership to different generations. Remember that the key to being an effective leader is your ability to influence the behavior of others. Respect from your colleagues needs to be earned. The only thing a leadership title buys you is some time to earn that respect.

3. Tailor your communication to the needs of your staff.

If you are a young millennial nurse, you may feel comfortable texting or tweeting your staff. However, your more seasoned nurses may not appreciate or want to be communicated with in this way. The best strategy is to ask about preferred methods of communication.

4. Be inclusive – seek respect and not friendship.

While it may be natural to feel closer to some staff than others, managers need to work hard to be fair and make everyone feel valued.  The biggest challenge I see with younger managers is a desire to “be friends” with the staff.  You will want to be inclusive and learn as much as possible about each staff member, but avoid participating in social events limited to some but not all staff.

5. Be humble and ask for input and advice

The quickest way to gain the confidence of others is to be willing to acknowledge what you don’t know and seek out the expertise of others before enacting any significant changes. Younger managers can benefit from coaching and mentoring by other leaders in the organization. You will make mistakes, so be sure to acknowledge them. If you were wrong – admit it and apologize. This will help you to earn trust.

6. Don’t allow yourself to be bullied

We often think of bullying as something that staff nurses do to one another, but surprisingly, managers can also be the target of bullies.  Establish a culture of zero tolerance for bullying.  If you observe staff talking behind your back instead of resolving conflict directly with you, making belittling comments about you or snide remarks responding to your questions – don’t tolerate it and be direct with the staff member.  This is where a good coach can help you in a dress rehearsal so you feel more confident in managing this crucial conversation.

Younger managers have unique challenges, but at some point, you can be sure that staff will see beyond your age. The key is to be open to learning and recognize that leadership is a journey.

© emergingrnleader.com 2024

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