portunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that y

The workplace is becoming increasingly competitive, and established management is more and more often facing a corporate tendency towards promoting the best and the brightest - of the youngest. Just when these managers feel that they have finally paid their dues and proven their company loyalty, when their skills are sharp and focused from years of experience, many of them fear being replaced by a bright, technologically-savvy and impatient member of the generation climbing the corporate ladder behind them. They know that the powers that be consider these "Young Turks" to be smarter than they are – and the knowledge makes them tremble.

It is a valid fear. There is absolutely no doubt that some corporations are willing to ditch their over-50 management (whom they feel sure will lose their edge sooner or later anyway) in order to put brilliant, revolutionary "Young Turks" in their positions. In their fanatical desire to get an edge on the competition and insight into new market potential, what these corporations often forget is that the new generation is not well known for a strong work ethic, people skills or company loyalty. These companies will get what they deserve then, won't they? But the end result for the over-50 manager remains the same – an early retirement laced with feelings of loss and resentment - or worse, frantically searching for another position in a similar corporation with a similar mindset. Sad to say, this situation is not uncommon.

Fortunately, there are other alternatives. Many 50+ leaders have left the corporate rat race to start successful and lucrative consulting businesses of their own. These new "midlife" entrepreneurs have built the kind of businesses where their hard-earned experience, solid work ethic and finely-honed people skills bring a direct benefit – to both their clients and themselves.

Or there are those who have decided to turn the tables and transform this challenge into an opportunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that yo

ladder behind them. They know that the powers that be consider these "Young Turks" to be smarter than they are – and the knowledge makes them tremble.

It is a valid fear. There is absolutely no doubt that some corporations are willing to ditch their over-50 management (whom they feel sure will lose their edge sooner or later anyway) in order to put brilliant, revolutionary "Young Turks" in their positions. In their fanatical desire to get an edge on the competition and insight into new market potential, what these corporations often forget is that the new generation is not well known for a strong work ethic, people skills or company loyalty. These companies will get what they deserve then, won't they? But the end result for the over-50 manager remains the same – an early retirement laced with feelings of loss and resentment - or worse, frantically searching for another position in a similar corporation with a similar mindset. Sad to say, this situation is not uncommon.

Fortunately, there are other alternatives. Many 50+ leaders have left the corporate rat race to start successful and lucrative consulting businesses of their own. These new "midlife" entrepreneurs have built the kind of businesses where their hard-earned experience, solid work ethic and finely-honed people skills bring a direct benefit – to both their clients and themselves.

Or there are those who have decided to turn the tables and transform this challenge into an opportunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that y

nto new market potential, what these corporations often forget is that the new generation is not well known for a strong work ethic, people skills or company loyalty. These companies will get what they deserve then, won't they? But the end result for the over-50 manager remains the same – an early retirement laced with feelings of loss and resentment - or worse, frantically searching for another position in a similar corporation with a similar mindset. Sad to say, this situation is not uncommon.

Fortunately, there are other alternatives. Many 50+ leaders have left the corporate rat race to start successful and lucrative consulting businesses of their own. These new "midlife" entrepreneurs have built the kind of businesses where their hard-earned experience, solid work ethic and finely-honed people skills bring a direct benefit – to both their clients and themselves.

Or there are those who have decided to turn the tables and transform this challenge into an opportunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that y

ncommon.

Fortunately, there are other alternatives. Many 50+ leaders have left the corporate rat race to start successful and lucrative consulting businesses of their own. These new "midlife" entrepreneurs have built the kind of businesses where their hard-earned experience, solid work ethic and finely-honed people skills bring a direct benefit – to both their clients and themselves.

Or there are those who have decided to turn the tables and transform this challenge into an opportunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that y

portunity. They have turned it all upside down. Instead of fearing the "Young Turks", they welcome them. They are not worried about their young team members being smarter than they are – they WANT them to be smarter. Yes – they actually want it that way. These sharp managers know that it is in their own best interests to take the new generation of up-and-comers and deliberately bring out the best in them.

When you take this position, you are truly being a leader; you know that you want your team to achieve as a group. Each member of your team will have different talents and different weaknesses. If you are smart, you will use your experience, people skills and one of the excellent assessment tools available for this purpose to identify their individual strengths - and use that knowledge to build a stellar team where each member contributes a special talent to the whole.

Yes, building a team that puts each member in the best possible position for them will inevitably mean that you will lose them to other departments and to promotions. Of course it will. You will be showcasing their talents and others will notice them. Some managers worry that consistently building a team of key talent will cause them to pale by comparison. They wonder if it will affect their own position within the organization to have a brilliantly structured team of superstars – all of whom have strengths and talents that the manager herself does not have. And it will. Most definitely.

The manager who consistently builds such a team, keeps it running smoothly despite frequent promotions and changes, and develops an environment that values individual strengths, draws new talent hoping to be developed and then time after time cultivates that talent – well, she is simply a winner. She is the manager who is revered within her organization as the one who finds good talent; the one who inspires them to join her team; and the one who creates an environment where they flourish. This consistently benefits her organization in the highest possible way – by keeping it full of exceptionally happy (and loyal) key talent. And she becomes the star for doing THAT.

If you consistently build teams whose members are sought after and promoted throughout the company, you will be able to watch your own status in the organization ascend at mach speed. That is exactly what smart companies today are looking for: leaders who know how to attract the