NextGens making the jump into management, or those lucky (or foolhardy!) enough to do so right out of school, often find that the challenge of managing established staff takes some of the momentum out of the ability to effect change. Some older librarians find it hard enough to believe that NextGens are their peers; they simply shut down when faced with the thought that one might be their manager. The author interviewed a number of new managers on the greatest challenges and surprises of their positions. Those in their twenties and thirties invariably described challenges such as: being the youngest person on staff, and feeling that their older colleagues discounted their opinions and ideas. While generational generalizations can be dangerous, people do tend to share a certain commonality of background and experience with their age cohorts that can lead to gaps in communication and outlook between generations. This article offers practical solutions and suggestions to new NextGen managers for bridging the generation gaps in experience, and communication and effective team building. Some of the management techniques suggested include: (1) Going in with the assumption that you will need to convince them of the benefits of any changes and having ammunition ready to support them; (2) Demonstrating willingness to connect with staff and commiting to your library by pitching in on the front lines, even for just a short time each week. Bring your NextGen energy and enthusiasm to all of the work you do, and show that you are a librarian as well as a manager; and (3) Considering everyone's feedback, regardless of their "professional" status or official position in the hierarchy. Gordon continues, by challenging managers that when faced with staff who seem ageist and burnt out, it can be tempting just to dismiss them all as dead wood, and reminding managers them that it is their responsibility and challenge to reinfuse their people with their own enthusiasm for this profession.