25F šŸ  leading a team of resources aged 22-40+. How can I work on coming off as an authority?

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Maybe not call them ā€œresourcesā€ to start? They are people first - build relationships with them as such.

likeuplifting

Sorry for the use of that word. I did exactly that, got to know them, am very flexible, and am now worried I might be too friendly and not coming across as an authority.

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How many are you leading? Age shouldnā€™t be a factor. Make it task oriented and lead by delegating based on skill set and experience in that field. Clearly defining roles and responsibilities is the key. You should be the final reviewer. These are my thoughts based on the limited info

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6, not that many but still new to me. Thanks for the guidance. I could be making this up but I mentioned age to point out that Iā€™ve noticed younger analysts think Iā€™m their age, might not take it seriously, and older ones think Iā€™m too young.

Iā€™d suggest hiring a good executive coach or find good mentors /peers for 360 feedback.

Leading has a lot to do with soft skills that you might not be aware that you lack (if any).

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415 on squat

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155+ on MP is respectable

Delegate to their experience. Donā€™t pretend to be the expert always. Focus your time on giving them support where they need it. Spend a lot of time with them one on one. Be respectful and donā€™t be directive if possible.

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Donā€™t worry about establishing authority. Most in consulting, especially older people , donā€™t want a boss. They want a partner who can provide coaching, support and guidance. Let them lead in the areas they are expert in. Your role is to make sure they have the right support, make sure the groupā€™s work is aligned both internally and with the client, and to protect them from unreasonable requests.

likeuplifting

be kind yet firm. Imagine you are doing a class project in college where you need to make your team want to help vs forced to help

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Respect everyone.. not just superficially.
Align on vision, direction and tactics to get there. Keep reinforcing this
Admit what you know well and acknowledge team membersā€™ strengths. There is a reason we work in teams.
Push team members forward when you get accolades
Push yourself fwd when there is a mess up
Earn your teamā€™s respect by the experience, expertise and knowledge you bring, not just your role
Donā€™t expect them to bow down just because you have referral authority (not saying you do, just sharing my POV)
Again, respect every team member and mean it.

If all else fails, grow a beard .. works like a charm šŸ¤£šŸ¤£ (very sorry couldnā€™t resist it)
Good luck!!

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Looking for coaching/guidance that my SMs are unable to provide...which might be part of the problem.

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My 2 cents
Donā€™t think you are younger or they are older. Treat this like any work situation. The more you treat this like a different or unique situation the more obvious it will be to them. Make it it a business as usual situation

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Act like a normal person and don't overthink it. In my experience female managers spend too much time trying to exert authority instead of behaving like a human being

uplifting

Fire the first two that question your authority and you should be golden.

funny

Do you have formal authority over them or is it more of a ā€œcross-teams task forceā€?

OP you do you until you notice an issue. As long as youā€™re organized, confident, transparent and share information, and you check-in with me to see how Iā€™m doing, youā€™re a-ok in my book.

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Always know your shit. Theyā€™ll smell faking like wolves

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