Ageism is something most — if not all — twenty-somethings will have to confront as we build our careers. Often, we’re the youngest people in our organizations, and every now and then we’re confronted with overt displays of ageism. How we respond is critical.
My advice: Nip overt ageism in the bud. Make it clear that you won’t tolerate blatant disrespect and that you expect to work professionally and equally. Otherwise, the problem behavior will continue and you’ll never gain respect within the organization. The key to this is choosing the right approach, though… Read More
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21 June 2008 at 5:01 am
Michael L. Gooch
Yes. It happens and rather frequently. However, the offenders often do not know that they are engaged in this activity. Inappropriate behavior and off-hand remarks will sneak up to bite you. As a corporate director for a fortune 500 company, I have been blindsided many times by disparaging remarks made by your management team? The managers don’t realize at the time that they are in a discrimination mode. I detail these likely events in my management book, Wingtips with Spurs (http://www.amazon.com/Wingtips-Spurs-Michael-L-Gooch/dp/1897326882/) Usually they will ‘get it’ when their depositions start. When you hear the following phrases, stop the offender, offer some education, and hope to goodness no one else heard them. If it happens again with the same person, it may be time to sell the cow. The courts and juries will decide if the remarks are ‘stray comments’ or direct evidence of a discrimination mindset.
• “We need sharp, young people.”
• “We need people who can come in early and stay late.”
• “They’re dinosaurs.”
• “They’re too old to learn something new”
• “We want employees who are young, lean, and mean.”
• “They wouldn’t be able to keep up with the fast company
growth.”
• “We’re looking for longevity.”
• “We need some young blood in this department.”
If a manager allows a culture that tolerates remarks such as the ones above, then the manager will probably get what he or she is asking for. The great leader will remind management on a frequent basis that they should never forget silence is often the best answer. Michael L. Gooch, SPHR Author of Wingtips with Spurs: Cowboy Wisdom for Today’s Business Leaders http://www.michaellgooch.com