Management for the Ages   One size fits all management might have worked in the fifties when men of a certain age managed younger workers, but today's management team is quite diverse. No longer can you walk into an office and assume the twenty-something person is the staff employee. In many cases she is the manager. People of all ages are being thrown into the ranks of management with little or no training. It's enough to make you pull your hair out! Here are some ways to minimize the commotion.   Younger Boss, Older Workers   This scenario is becoming more common as mature workers rejoin the workforce. Younger managers need more than a training manual to help them navigate these muddy waters. They need to have an understanding of the values that are typically associated with the generation of people they are managing. They also need to figure out their staff's motivation for working. What engages a baby boomer is much different than what motivates a millennial. Is the baby boomer looking to promote or are they looking for recognition? Are they anxious to take on more responsibility or do they prefer to do their work and go home?   Older Boss, Younger Workers   With all the attention the media is giving the millennials, the latest generation to hit the workplace, it's no wonder managers are making assumptions about this group's work ethic, or lack of it. Managing based on stereotypes involves little thought. Just treat everyone like they're your kids and you should be fine, right? Of course don't be surprised when they start acting like your kids.   You can teach older workers new tricks. Provide opportunities for older bosses to learn more about the younger people on their staff. When assembling project teams, select members from different generations to ensure the task is looked at from different perspectives. Provide training on intergenerational workforce issues so managers have a clear understanding of what it takes to engage employees across the generations.   Fluff or Business Strategy?   It should be noted that most employees want the same thing, irrespective of which generation they are born into. They want work/life flexibility, respect from management and the opportunity to do meaningful work. Managers want to give their employees these things but in most cases need guidance on how to make this dream a reality.   Organizations that view intergenerational workforce training as a critical business strategy for attraction and retention of people will fare well regardless of the economic climate. Companies can no longer afford to sit back and hope that employees transform into solid managers by osmosis. It's going to take a lot more than a wish to strengthen the people skills of your diverse management team. Begin by giving your managers tools to manage people of all ages and perhaps you'll have a few less gray hairs yourself!     About Roberta Matuson Roberta Matuson is an expert at creating intergenerational harmony at work. She's President of Human Resource Solutions, a firm that provides consulting and training to resolve intergenerational conflicts and help companies capitalize on the unique generational perspectives of their workforce. She has appeared on FOX's "The O'Reilly Factor" and has been quoted in The New York Times, Boston Globe, and many other national business publications.