EXPERIENCE VERUS YOUTH: A CAUTION

“EXPERIENCE VERUS YOUTH: A CAUTION”  

By Jim Mullen

Older people, yes, like me, often marvel at the intelligence, energy and technological expertise that new hires bring to emergency management. Being “experienced” doesn’t mean one has all the answers; nor does being “smart, energetic and ambitious” guarantee a rapid ascent and automatic credibility within an organizational hierarchy. The gap between old and new can create tension: beyond the obvious impediment to good working relationships, nuance and perspective are often lost when the communications divide is too wide. Young pros should balance impatience with respect for what they do not know – as should we “old folks” who haven’t learned everything either.

In the mid-1970’s the city of Seattle’s Executive Branch enthusiastically hired several young, mid-level managers emerging from Ivy League universities. Politically connected, “blessed” with “elite” education credentials, they were frequently placed in higher level roles than their actual practical experience warranted. A common approach in interactions with colleagues and subordinates alike, explained as “businesslike,” was to insist on quickly “getting to the bottom line” – a minimum of backstory or nuance was acceptable.

Sometimes that abrupt (rude?) manner backfired. Case in point: members of the mayor’s (young, Ivy League – trained) staff approached an aging City Councilman to obtain his crucial vote on a budget bill that directly impacted the Mayor’s Executive priorities. This elderly legislator, a pharmacist by trade, was revered by his constituents for his innate kindness, often delivering prescriptions personally, for free, to elderly, disabled customers.

The mayor’s team gleefully recounted how they successfully diverted the councilman’s focus from his pet project, considering it “off point” from the mayor’s budget item, in their view the “sole purpose” of the meeting. He reportedly was polite and gracious throughout, even serving cookies his wife had made. They thus were shocked when their project failed 5-4 with him casting the 5th vote, potentially eliminating a key unit in the Mayor’s Office (until that Councilman’s “off topic” project had been addressed!). This prompted an experienced senior official in the Administration to observe: “he may not be as smart as you, but clearly, he noticed that you blew him off!” In this instance, keeping the conversation “on point” missed the point. The aging councilmember’s issue mattered. To him. Apparently, all that elite education failed to include respect for one’s elders, especially one holding a key vote!

Of course, dismissive behavior can work both ways: young, energetic “hard charging” young emergency management staff can feel isolated, and unheard. Often older, experienced personnel seem dismissive, or a bit threatened by well-trained, but less “experienced” colleagues. Sometimes a new member of a staff can feel like a bystander- if they are rarely “in the room” when the significant stuff is decided. Resentment can simmer if one feels their input is discounted.

Blending energy and education with diverse experience strengthens staff relationships, and yields greater results daily, and ultimately during a crisis. Decades in emergency management taught me that much, at the very least. I hope it showed.