Starting out in a leadership role at a young age is daunting—especially when you’re leading a team of people who are not only older than you but also have far more experience. I encountered this challenge when I was tasked with leading an HR team, where many of the members had been working in HR for far longer than I had been in the field. And let’s face it—HR professionals, especially those with years of experience, tend to have a certain level of confidence and expertise. So, when I was given the responsibility to lead a team with senior HR professionals, I knew that gaining their respect and credibility would be a long road.
The Initial Hurdles
When I first received my promotion, I remember walking into the room full of skepticism. The team was polite, but I could sense that they didn’t quite believe in my ability to lead. It wasn’t outright resistance, but the unspoken questions were clear: “How could someone so young lead a team with so much experience? What could she possibly know about HR management that we don’t?”
One senior HR professional, who had been with the company for over a decade, was especially vocal about his doubts. During our first team meeting, he casually remarked, “You’ve had little experience in HR leadership, so how do you think you’ll manage a team that has handled some of the most complex challenges?”
The Turning Point: Show, Don’t Tell
In those early days, I realized that explaining myself would get me nowhere. I didn’t need to defend my promotion; instead, I had to prove that I could lead the team effectively. But how? I wasn’t going to outdo them in terms of years of experience, and my age wasn’t going to change anytime soon. What I could offer was a fresh perspective, a level of organization, and a willingness to listen and learn.
So, I started by getting their input on everything. Instead of making immediate decisions, I asked questions that showed I valued their expertise. I made it clear that I respected their experience and needed their help to achieve success together.
For instance, in a team meeting where we were discussing employee engagement strategies, I said, “I may not have as many years of leadership experience as you all, but I’m keen to learn from each of you. What changes would you suggest to improve our strategies, and how can I help implement those ideas?”
This approach began to break down some of the initial barriers. One of the senior HR professionals, who had been the most vocal about his concerns, turned to me and said, “Well, at least you’re open to learning.” That was the first small victory, and it made me realize how important it was to engage with them respectfully and acknowledge their strengths.
Building Credibility: Delivering Results
After earning some initial trust, I focused on delivering results. One of the team’s biggest challenges was refining our recruitment processes and enhancing employee experience. I could tell that this was an area where I could make an impact.
Instead of jumping into drastic changes, I started with small, impactful improvements. For example, I worked on streamlining the recruitment process and reducing the time-to-hire by introducing new tools and simplifying some of the steps. I knew that if I could show how these changes were effective, it would speak for itself.
One day, I overheard a conversation between two senior HR team members. One said, “You know, this new recruitment process really works. I never thought it would be this efficient, but I have to admit, it’s making a difference.”
Hearing this made me realize how crucial it was to make tangible improvements that could be felt immediately. Over time, I continued to show that I could drive results without stepping on anyone’s toes. Actions speak louder than titles, and once I proved that I could deliver on the team’s objectives, they began to see me as a valuable leader, not a figurehead.
Turning Resistance into Acceptance
As the months went by, the resistance began to turn into acceptance. The senior HR professionals who had initially doubted me started recommending my ideas to other teams. They even began to take pride in the improvements we were making together.
One day, one of the senior team members approached me and said, “I’ve got to say, you’ve really stepped up. I didn’t expect you to handle things so well. I’m impressed by how you’ve brought the team together.” This was a pivotal moment for me. Someone who had once been one of my biggest skeptics had now become one of my supporters.
Over time, I started to notice that the team, who had been wary of my leadership at first, began to recommend me to other departments and leaders. They were no longer questioning my abilities—they were advocating for my leadership style.
Becoming the Team’s Advocate
The real turning point came when I realized that the HR professionals who had once doubted me were now actively championing my leadership. They were recommending me to other teams and leadership, and I even found that they were promoting my ideas during cross-department meetings.
One day, in front of the senior leadership, one of the team members said, “If you want someone who gets results and truly listens to the team, she’s your person. The improvements in our processes have been remarkable under her leadership.” That was a moment of validation that I had earned their trust.
Conversations That Made the Difference
I remember one conversation with a senior HR professional that really cemented our mutual respect. After a particularly successful project where we improved employee engagement, he came into my office, sat down, and said, “You know, at first, I wasn’t sure about your promotion. But you’ve earned my respect. You’ve not only led us, but you’ve brought us together as a team in ways I didn’t expect.”
That conversation really made me realize that leadership isn’t about having all the answers—it’s about building relationships, showing that you care, and consistently demonstrating that you’re in it for the long haul. It’s about listening to your team, learning from them, and leading with your own ideas.
The Key Takeaways:
- Listen First, Act Second: Build rapport with your team by actively seeking their input before making decisions.
- Show, Don’t Tell: Instead of explaining why you deserve respect, demonstrate it through tangible results.
- Lead by Example: Be the first to implement change, maintain consistency, and stay accountable.
- Celebrate Small Wins: Acknowledge even the smallest improvements—they can lead to bigger successes.
- Build Relationships, Not Just Authority: Earning respect is about showing your team that you care about their success, not just your own.
Conclusion: From Resistance to Advocacy
In the end, my journey from being questioned to becoming a respected leader wasn’t about proving myself through constant defense. It was about building trust, listening, and showing that I could deliver results that truly mattered. Today, the team I once led not only accepted me but championed my leadership, recommending me wherever they could.
If you find yourself leading a team with individuals twice your age or with more experience, remember this: Respect is earned, not given. Stay patient, stay focused, and show your team that you’re in it for the long haul. The respect and credibility you seek will follow.
