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????親愛的安妮：我手下管理著一支16人的產品開發團隊。這或多或少有些出人意料，因為我是團隊中最年輕的一員（我今年只有27歲），參加團隊的時間也最短（只有兩年半）。

????我的工作不錯，能獲得這份工作我當然非常開心。但是，在直接向我匯報工作的員工中，有些人的年齡是我的兩倍，甚至更年長，他們顯然不像我那么開心。我努力不讓他們拿我的年齡開玩笑，并影響到我。但是，要想讓他們真正把我當老板看待，我的確有些力不從心。截至目前，雖然也有摩擦，但我們還是成功地完成了工作，只是過程很艱難。究竟該如何才能贏得他們的心呢？您（和您的讀者）有何建議？——沒人疼的孩子

????親愛的N.B.：雖然有可能不太舒服，但是要知道，有相同處境的遠不止你一個人。辦公設備制造商必能寶公司（Pitney Bowes）上個月開展的一項調查發現，目前20%的中層員工直接上司比他們年輕。

????此外，根據國際采購商Advanced Technology Services最近針對高管的一項調查，這一數字還有上升的趨勢：約有一半（45%）的制造企業鼓勵五六十歲的員工繼續工作，因為這些企業不希望丟掉那些很難傳承的技能和經驗。

????總部位于加州圣拉斐爾的咨詢公司FutureSense總裁兼CEO吉姆?芬克爾斯坦稱“這種事隨處可見”。此外，芬克爾斯坦還是新書《融合：解讀職場代溝》（Fuse: Making Sense of the New Cogenerational Workplace）的作者。他的許多客戶，包括技術公司和家族式企業，都請他幫忙調解嬰兒潮時代出生的職工和他們乳臭未干的老板之間產生的矛盾。

????“導致這種巨大變化的部分原因在于，大部分嬰兒潮時代出生的人本該已經退休，給年輕人騰出位置，”芬克爾斯坦如是說。

????另外，一系列的經濟因素，從日益攀升的醫療費用到養老金的減少，使得人們的實際工作年限超出了所有人（包括嬰兒潮時代出生的人自己）的預期。

????芬克爾斯坦說：“不同時代的人成為同事，這種局面在幾年前就已經出現。所有人都不得不適應這種形勢。”

????芬克爾斯坦在開展咨詢工作期間認識到：“即使在如何布置辦公環境這種小事上也會出現代溝差異。例如，一家視頻游戲公司辦公室內有臺球桌，辦公桌下還有寵物狗，大家都身穿牛仔褲上班。年青一代的員工或許會喜出望外；但是，如果把嬰兒潮時代出生的員工放到這樣的工作環境中，他們則會四處看看，然后說：‘你們在搞什么名堂？’”

????芬克爾斯坦補充道，不同年齡群體的人傾向于給對方定性，這沒有任何好處。“年長的人視年輕人為沉溺于技術中的‘懶蟲；，沒長性，不懂人情世故。而嬰兒潮時代出生的人則被認為墨守陳規，沉溺于過去。”

????Dear Annie: 16-person product-development team. This was somewhat surprising, since I am the youngest team member (I'm 27) and have been here for the shortest period of time (two and a half years).

????It's a great job and I'm delighted to have it, but several of my direct reports, who are twice my age or older, are not so thrilled. I'm trying not to let their wisecracks about my age get to me, but I am having a hard time getting them to take me seriously as their boss. So far, we've managed to get the work done despite the friction, but it's tough. Do you (and your readers) have any suggestions for me on how to win them over? — Nobody's Baby

????Dear N.B.: Scant comfort though it may be, you've got lots of company. A survey last month by office-equipment maker Pitney Bowes found that about 20% of midlevel corporate employees now report to a boss who is younger than they are.

????That figure seems set to climb: Almost half (45%) of manufacturing companies are trying to encourage workers in their 50s and 60s to stay on the job longer, so as not to lose their hard-to-replace skills and experience, according to a new poll of senior executives by Advanced Technology Services.

????"It's happening everywhere," says Jim Finkelstein, president and CEO of a consulting firm called FutureSense, based in San Rafael, Calif., and author of a new book, Fuse: Making Sense of the New Cogenerational Workplace. Many of his clients are tech companies and family-owned businesses that bring him in to help resolve clashes between Baby Boomers and bosses they perceive as still wet behind the ears.

????"Part of the reason for this big shift, of course, is that we Boomers were supposed to have retired en masse by now, to make room for the next generation of talent," Finkelstein says.

????A range of economic factors, from the ever-mounting cost of health care to the decline of defined-benefit pensions, has kept many people working longer than anyone (including Boomers themselves) expected.

????"So the dynamics of different age groups at work have changed radically from even just a few years ago," Finkelstein says. "Everyone is having to adapt."

????He has noticed in his consulting work that the generation gap shows up "even in seemingly minor details like office space. A video game company, for instance, might have a 'wow' workplace with pool tables, dogs under the desks, and everyone in blue jeans," he says. "A Boomer hire will take a look around and say, 'You can't be serious.'"

????It doesn't help, Finkelstein adds, that people of different ages tend to stereotype each other. "There is a tendency to view young people as 'slackers' immersed in technology, with short attention spans and deficient people skills. Boomers get typecast as set in their ways and stuck in the past," he says.