我有点不习惯。因为我比他们大很多, 职业经历等等都是比他们大好多。而且主要是老板想让我管一些事情, 包括领导一个项目的技术工作, 老板让这个小男孩support 我。这位年轻孩子来公司几年比较熟悉, 他跟我老是想平起平坐。但是老板说这个孩子太年轻, 没有合格资历, 而且他喜欢说话但是不懂自己在说什么。这孩子一会儿跟这个头儿那个头儿说说管理项目。人家都是他父亲的年龄。这个孩子甚至喜欢跟我正在参与的项目的一些经理站在一个平台上。这孩子我还没开始管我该操心的工作计划, 他倒急着张罗起来了, 比我还急。他倒先成了管理人员了。还半开玩笑问那个经理: are you working her to death? 其实, 那个经理跟我是一个级别的, 我只是短期临时在帮他. 因为他的活儿实在太多忙不过来。
Intended or not, his antics serve as distractions, so that the interactions between you two are preoccupied, at least partially, by what he wants to be engaged in, where he thinks he can have an upper hand, or at least you have a lesser chance to exercise your know-how.
If you get upset at that, you take his bait. He may have seen your annoyance.
If you react to his behavior, you are playing his game.
Do not follow his lead.
Focus on what you need to do for the business at hand. And teach him a thing or two while going it.
Indeed. He tries to show that he has an upper hand, v
By interrupting my conversation during the work process and trying to redirect my coworkers' attentions, it does distract me. I should keep a distance.
wants to look very capable himself or make you look inadequate, or both.
If you think he told you everything afterwards, maybe you can assign him work to occupy his time and energy. That may entail thinking ahead on your part.
If you feel that he is trying to put you down in front of other managers (trust your gut), have a meeting with him.
Lay out your plans in front of him, ask him which other managers whom you need to talk to, then say to him: I myself will be talking to those stackholders when I need to, and meanwhile I have something for you to do.
He may not want to work "under you." That'd be a different problem.
谢谢上次朋友们给我的建议, 关于年轻人的。
我们单位我上次提到的那个孩子现在又经常跟我没大没小的。
我尽量和一帮年轻人打成一片。但是我发现这些孩子里面有一些比大人还冲。
我们这边是大学城, 很多特别小的职员, 直接做实习生或者刚毕业就出来上班。但是你别看年纪小, 有些还觉得自己和大很多的人平起平做。
尤其是我提到的那个孩子, 特别喜欢和一些资历比较深的经理们套近乎, 打听一些业务管理上的事情。不该自己这么大初级管的, 特别爱管不该自己操心的事情。
我有点不习惯。因为我比他们大很多, 职业经历等等都是比他们大好多。而且主要是老板想让我管一些事情, 包括领导一个项目的技术工作, 老板让这个小男孩support 我。这位年轻孩子来公司几年比较熟悉, 他跟我老是想平起平坐。但是老板说这个孩子太年轻, 没有合格资历, 而且他喜欢说话但是不懂自己在说什么。这孩子一会儿跟这个头儿那个头儿说说管理项目。人家都是他父亲的年龄。这个孩子甚至喜欢跟我正在参与的项目的一些经理站在一个平台上。这孩子我还没开始管我该操心的工作计划, 他倒急着张罗起来了, 比我还急。他倒先成了管理人员了。还半开玩笑问那个经理: are you working her to death? 其实, 那个经理跟我是一个级别的, 我只是短期临时在帮他. 因为他的活儿实在太多忙不过来。
把我气得不行。谁家孩子? 这么点儿年纪就这么充大?。 我也不能跟他急。非常不好处理。我小时候哪像这样? 老老实实的让干嘛干嘛。而且我以前的公司的人年龄都偏大。
这边没有年龄啦， 等级啦之类的观念。
几十岁的大人， 甚至老年人， 与几岁的孩子就是平等交流的。 小孩子也敢于开口讲自己的观点。
在工作场所更是这样， 没有国内那套“领导在上面讲话， 哪有你开口的份”这种事。大家都是随口发言的。
你多观察那个小孩子和其它西人领导之间的互动就会明白了。
Intended or not, his antics serve as distractions, so that the interactions between you two are preoccupied, at least partially, by what he wants to be engaged in, where he thinks he can have an upper hand, or at least you have a lesser chance to exercise your know-how.
If you get upset at that, you take his bait. He may have seen your annoyance.
If you react to his behavior, you are playing his game.
Do not follow his lead.
Focus on what you need to do for the business at hand. And teach him a thing or two while going it.
不是该他管的, 他比我还着急。我还没有到了该参与的某些阶段。他倒先直接和我应该合作的经理打听不该他管的, 并且非常急切。那个经理说, 部门经理没有安排你某些事务, 你未被安排参与这一步, 他也不停地要打听。他打听完了赶紧告知与我。我在暂时忙其它项目, 他就是趁我不在的时候不停地在张罗这个, 急得跟什么似的。
By interrupting my conversation during the work process and trying to redirect my coworkers' attentions, it does distract me. I should keep a distance.
wants to look very capable himself or make you look inadequate, or both.
If you think he told you everything afterwards, maybe you can assign him work to occupy his time and energy. That may entail thinking ahead on your part.
If you feel that he is trying to put you down in front of other managers (trust your gut), have a meeting with him.
Lay out your plans in front of him, ask him which other managers whom you need to talk to, then say to him: I myself will be talking to those stackholders when I need to, and meanwhile I have something for you to do.
He may not want to work "under you." That'd be a different problem.
理论上向同一个老板汇报，都是平级。有些老板为了集权不愿有multi layers, 所有人都直接汇报，这样的团队，会更多你的情况。 你能做的是多和你老板沟通（这是重点），说清楚role 和responsibilities, 掌控会议的主导，明确表明每个人的的credits,有理有据，不要说情绪化的话。 大家都不傻，谁能干自然找谁。你如果还是individual contributor 的话，想想自己是不是走manager path。这年头不管别人，就是被人管。 这些人是变色龙，很会看人说话，迎上工夫很厉害，不愿踏踏实实干活，就想快速升级。你如果和老板级的不多接触或老板喜欢这类人，你很容易处下风。
他比你年纪大，也是不应该的。处理方式是对事不对人。
1. 你现在是他的领导，他做错的地方该说就说，他管的事儿越了界就阻止。比如他说项目应该如何如何管理，你可以说：你的建议很好，现在我需要你做。。。把具体事情交代下去，每周/每天查进度，自然就把领导的架子端起来了。也省得他没事儿干到处插嘴。
2. 你和同事讨论项目他插话，第一次私下说：我和别人说话的时候，别打断我的话。不改，当时就阻止。实在不行，你和同事的讨论他不必参加，有什么他需要知道的你们开完会具体布置给他。
3. 至于他到处插嘴，你的老板已经说了他资历不够，不用担心他抢了你的功劳。遇到他跟你说话越界的时候，不接茬，面带微笑地看着他。。。
题外的话：
从前读到一篇有关总统竞选的文章，开头是：“该来的终于来了，这次竞选的总统居然比我年轻，比我年轻的人，能治理好国家吗。。。” 从而意识到职场上也是如此，同事会变得越来越年轻，搞不好，老板也会比自己年轻。
到了这种时候，就发挥自己有经验的优势去帮助（mentor)老板和同事。所有的同事，无论年纪如何，都没有必要让着他们。同时，年轻人有很多与我们习惯上不同的做事方法可学，比如主贴中所说的同事该不该他管的事儿都要插一嘴，这其实是个优点。说错了就错了，不说永远对不了。指不定什么时候说对了就被发掘出来了。
希望与年轻同事打成一片，又要建立自己的威信，是鱼与熊掌，可以兼得，但要花大力气。如果我们可以把年轻人当孩子，年轻人则把我们当爸妈，说我们老了，跟不上社会发展，迟早要被淘汰。我们也不愿意，不是吗。