Marie's Answer: Like many novice managers, you’re suffering from “imposter syndrome.” You have the title, but you don’t really feel like a manager yet. Supervising a highly experienced person just heightens your sense of inadequacy.
Here are a few things to consider in dealing with this situation:
• New supervisors sometimes compensate for insecurity by becoming arrogant little dictators. If you succumb to that temptation, you will alienate everyone. Remember that your job is not to command but to inspire people to do their best work.
• Ask yourself why this experienced employee might resent you. Are you micromanaging him? Finding reasons to criticize his work? Neglecting to involve him in decision making? The problem may lie with your style.
• To improve the relationship, make it clear that you consider him a valuable asset. Express appreciation for his contributions, and look for opportunities to learn from him. If you handle things well, he will become an ally, not an adversary.
• In this new role, you must decide what kind of leader you will be. Learn from your own experience with previous bosses, both good and bad.
Keep in mind that mature managers are not threatened by smart, skillful people. Your job is to add value through your management skills. You don’t have to know everything that your employees know