With people today working further into their lives and retiring later, the workforce has begun to age noticeably. This leads to real situations in which younger managers are tasked with supervising direct reports who are much older than they are.

According to the National Council on Aging, "As the population ages, older Americans will play an increasingly important role in our economy and America's leadership in the world marketplace. By 2019, over 40 percent of Americans aged 55-plus will be employed, making up over 25 percent of the U.S. labor force."

In an era when corporate culture and office sensitivity are in the headlines, it's important that managers of older employees be made aware of the pitfalls, challenges and worrisome dangers the job may entail.

Be wary of ageism

Managers should be trained to understand that age should always be a nonfactor in how they approach their workers. According to Nicole Javorsky with City Limits, the reality is that with "people living and staying healthier longer, many individuals cannot necessarily afford to retire at 65. With better health, vast numbers of older adults are able to keep working longer than past generations could."

With the number of older individuals remaining in the workforce, situations where age discrimination can occur rise. The federal Age Discrimination in Employment Act (ADEA) protects individuals age 40 and older from age discrimination and applies to any employer with at least 20 employees.

According to Javorsky, the number of age discrimination charges filed under the ADEA with the U.S. Equal Employment Opportunity Commission (EEOC) has not dipped below 18,000 since 2006.

"In 2017, 18,376 charges of age discrimination were filed with the EEOC. This is a significant portion of the total number of charges, 84,254, which included all types of discrimination covered by the commission such as sex, race and religion," she noted.

When managing older employees, ageism shouldn't be a part of the equation.

Misconceptions, connections

Managing older employees can also cause anxiety among supervisors who may worry about how to properly approach the situation.

In an article with Forbes, contributor The Muse, noted four myths about managing older employees that should be debunked. The misconceptions include believing that:

• you will be unable to connect with your charges;
• the employee, because of your age difference, will not respect you;
• you should automatically know more because you're the supervisor; and
• the employee, because of his or her age, won't need training or will need too much.

In reality, by simply communicating, one can still connect with pretty much anyone. By ensuring open communication and providing bridges toward a supervisor-employee connection, a lot of issues that may arise from an age difference can be overcome.

Jeanna Goudreau, in her article with Business Insider, agreed that "young managers who are tasked with guiding people older than themselves often deal with direct reports who question their competence or ability to lead, at the same time as they are coping with their own self-doubt. But in order to do their jobs successfully, they must gain the trust and respect of their employees and confidently navigate the situation."

Goudreau added to the "do list" by also suggesting that managers "treat each employee as an expert," while reminding to "not be afraid to be the boss." Young managers should respect the expertise of employees, which helps enable success, says Cheryl Eaton, a management professor at Marlboro College Graduate School in Vermont, who was interviewed for Business Insider.

While being mindful of ageism, opening the lines of communication to build connections and being aware of your do's and don'ts of managing older employees, it should be made clear that managers have to remember that they are the boss.

According to Doug Brown, who manages the online MBA program at Post University in Waterbury, Connecticut, and who was also quoted for Business Insider, it's important for managers to confront problems, establish expectations and hold people accountable, even if it's themselves.

"If you blame others or make excuses, you give them a license to do the same," Brown said. "Older workers are especially alert for younger managers who do not accept responsibility for their decisions."

In the end, younger managers should not let their anxieties control or color their managing style. If they remember the law and that they are dealing with people, not ages, most issues that could possibly cause alarm can be easily hurdled.