How should post-90s leaders manage post-80s and post-70s employees?

If post-90s leaders want to successfully manage post-80s or even post-70s employees, the first thing they should do is to be modest. Because these employees are more experienced and mature than themselves in age and qualifications, and the old employees are generally high-spirited. If they are cocky and don't take these old employees seriously, it is likely to cause a lot of quarrels and cause the whole company to be ill.

The second is neither humble nor supercilious. If you think you are born after 90, then you are too vulgar. Those post-80s and post-70s employees will probably think that you are weak and overbearing, relying on the old and selling the old, and don't respect your decision today, which is not conducive to your management of employees. Therefore, no matter how modest you are, you should stand in the same position as them, neither too high nor too low. If there is a quarrel, you must be able to suppress them and not let them do whatever they want.

However, as a leader, we should set an example and insist on serving others with virtue, rather than oppressing others with power. In fact, there is no essential difference between post-80 s, post-70 s and post-90 s employees, and they will not deliberately find fault. Moreover, compared with post-90s employees, they are under greater pressure. So we will work harder and be serious and responsible.

Facing the younger generation of 1990s, these old employees will respect them and their work as long as they can make achievements in their work and make them admire them, and handle them properly when the company encounters difficulties. After all, what everyone wants is to work hard and earn money to support their families. Nobody wants to find fault on purpose, even the old employees.