It comes as no surprise that most companies are managed and controlled by older people. However, it has been proposed that young people should also be considered for the roles of managers or CEOs. I disagree with this proposal that relying solely on young people is a better approach.
Young people tend to be more open-minded, unlike their older counterparts who show the opposite. Younger people, when given the responsibility to manage a company, tend to employ a range of promising, yet risky, methods to streamline processes or increase sales, which, by extension, results in an economic fillip. Showing optimism towards changes is the very trait that a manager or CEO should have that is deemed to be a technical imperative in the longevity of company’s success and professional history.
However promising this may sound, undermining the experience older leaders have is fundamentally flawed. It cannot be denied that older people at the top of hierarchies tend to work more professionally, given the experience they accumulate through years of professional employment. Younger people pale in comparison in this respect since they may fail to act accordingly in risky situations or when addressing a notable fallacy in operational tasks. Older leaders, however, deploy the kitchen-sink approach, where they find a solution to a problem of varying nature – easy or thorny – which shows an irreplaceable advantage they have.
Both points considered, I can propose that both old and young people can be considered for the position of leader or CEO. Their synergistic presence ensures a company operates in a secure way while embracing change to optimize internal procedures. Therefore, operational staff which combines both old and young people may ensure that a company thrives, especially at a time of fierce competition among organizations. A case in point is KFC, an international fast-food outlet, whose sales are through the roof for varying reasons, not the least of which is staff that includes both young managers and old leaders.
In conclusion, over-praising young people’s open-mindedness towards change is irrational, while the same is true for older people’s experience. It is rather more effective to employ both types of people for the position of a leader or CEO to ensure a long-lasting success. While older people’s experience can curb problems in a business, young people’s approach can help streamline business-as-usual tasks that boost sales, which is why I disagree with the proposal that relying solely on younger people is better.