他认为，千禧一代更擅长合作，所以要充分利用自己在这方面的优势：“无论怎么注重合作都不过分”——正如乔治•W•布什的一句名言：必须要明确的一点是，你是决策者——“但考虑更有经验的同事的观点可以让你成为更优秀的管理者。”而且，这样做还可以帮助你减少批评的声音，这是必然结果。

    第三，卡希表示，即便对于你已经非常熟悉（或你认为自己非常熟悉）的同事，也要在人际关系建设方面投入更多精力。卡希说：“与每一位员工坐下来，一对一地谈谈他们的工作。不要谈某个项目的细节，而是他们对未来的想法，目前的工作有哪些令他们满意或不满意的地方，以及你如何让他们的工作更顺利，如何能让工作给他们带来更多回报。每个人都会受到不同事物的激励，有些甚至是你从未听说过的。他们的话或许会让你大吃一惊。”

    他补充说：“尽可能与下属进行面对面的交流，而不是通过短信或电子邮件。千禧一代出生在科技时代，因此他们也更加依赖科技。但对于你目前的情况，面对面的交流更加有效。不妨这样说：‘嘿，我们一起去吃午饭吧。’你对建立信任和沟通所付出的努力越多，团队就会越容易接受你作为他们的领导者。”

    不断提醒自己，提拔你的上司很明显相信你能做好这份工作，否则他们肯定会另寻他人，这种自我暗示或许也能对你有所帮助。但即便如此，卡希建议：“不必犹豫，把自己的想法和问题告诉导师，或者要求人力资源部提供一些正式的培训。”他说：“这两种方式种的任何一种都可以帮助把天生的才能转变成管理技能。”祝你好运。

反馈：在你工作的地方，年龄差距是问题吗？如果你的上司比你更年轻，你会如何处理？欢迎评论。（财富中文网）

    译者：刘进龙/汪皓

    Millennials as a group tend to be skilled at collaborating, he says, so use that to your advantage: "You don't want to be too collaborative" — it has to be clear that you are The Decider, as George W. Bush famously said — "but taking into account more experienced people's perspective can make you a much better manager." Not incidentally, it may also help mollify your detractors.

    Third, Karsh says, even with people you already know (or think you know) well, put some extra effort into relationship-building. "Sit down with each of your direct reports one by one, and talk about their jobs — not the details of specific projects, but how they see their future, what they like and don't like about what they do, and how you could make their work go more smoothly or be more rewarding," Karsh says. "Everyone is motivated by different things, some of which you may never have thought of. You might be surprised by what you hear.

    "Whenever possible, talk with people in person, not via text or email. Millennials have been raised with technology, so they tend to rely on it, but face-to-face conversations work much better in your situation," he adds. "It also doesn't hurt to say, 'Hey, let's grab lunch' once in a while. The more you work on creating trust and communication, the more readily your team will accept you as their leader."

    It might help to keep reminding yourself that the higher-ups who promoted you evidently believe you can do this job, or they'd have picked someone else. Even so, "don't hesitate to bring up ideas and issues with a mentor, or ask human resources for some formal training," Karsh suggests. Either or both are, he says, "really helpful for turning raw talent into management skills." Good luck.

Talkback: Are generational differences an issue where you work? If you report to a much younger boss, how's that going? Leave a comment below.