| Introduction
Supervising is like parenting. These are two of the most important jobs any
one can do, but few people are adequately prepared or trained to do them.
Most people learn by trial and error with varying degrees of success. But
both jobs are far too important to be left to chance and the good news is
that you can learn with some help and guidance how to be successful in them.
This article will help you to be a more effective and efficient supervisor.
Supervisor's Role
In one sentence, write down what you think your main role as a supervisor
is. A role is a main activity or two that you are charged with undertaking
The answers could be: · Provide leadership and collaborative direction to
my staff; · To be a team leader · To ensure my staff have the human and
physical resources to undertake their work in an efficient manner
Supervisor's Responsibilities
Learning Activity
What are your main supervisory responsibilities in your present job? List
them on a separate piece of paper (you should have 8 to 12). It is sometimes
easier to think of these under two main headings: (a) job related and (b)
people related. Once you have a list, then rank them in order of importance.
When you have completed this activity, look at the examples other examples
of supervisory responsibilities provided by the author.
Job Related · Cost Control · Equipment · Goals · Materials · Plans ·
Procedures · Productivity · Quality · Standards · Training
People Related · Coaching · Communicating · Delegating · Disciplining ·
Leadership · Managing yourself · Motivating · Supervising others
Learning Activity: Current Obstacles & Challenges
What obstacles do you personally face now that makes it difficult for you
to fulfill some of these responsibilities? They may stem (1) from you, (2)
from your unit or (3) the organization as a whole. List then and then rank
them in order of importance:
New Ways of Supervising
Over the years, the role of a supervisor has changed significantly from
being a top down, autocratic order-giver to a team leader, coach and
motivator. · from ordering to asking; and consulting. · from telling to
listening and asking questions. · from policing to coaching. · from each
person for himself to teamwork. · from fear to mutual respect. This change
has come about, not because people are becoming "soft-hearted," but because
it is now very clear that people are more productive if they are happy,
motivated and upbeat. This takes place in an employee-friendly environment.
The change is one of enlightened self-interest on the part of managers who
decide what training is appropriate for their supervisors. They know that
happy employees are productive employees. Review and discuss about briefly
the following chart "Leadership Styles"
Guidelines for Supervisory Behavior
Without having a clear idea of what is acceptable behavior for a
supervisory, you are likely to model your behavior after some role model in
your life: a parent, a teacher, a boss. This could be good; but it could be
disastrous if any of these people is dictatorial and demanding, or weak and
indecisive. A major benefit of this supervisory training program is that it
provides you with guidelines about what is acceptable supervisory behavior,
and what is not. It also provides you with the skills to bring about this
behavioral change. Once you know this, you will be more confident in what
you do, as you won't be wondering whether you are taking the right action.
Also, if you train with other people, you will all learn the same skill set
and you will be able to help each other in the future when challenges arise.
Supervisor's Self-Assessment Survey
The Self-Assessment of Supervisory Knowledge, Skills and Attitudes survey
below may look formidable but it effectively outlines the areas that you
need to eventually master in order to become an outstanding supervisor.
Don't be dismayed, you don't have to master all these areas in a month or
two. It will take time and you will need to systematically work away at one
or two areas at a time. Most supervisors get promoted because they are "good
on the job." They are hard working, productive. Hopefully, they are also
loyal to the company and a good team player. While this is a good start to
being a good supervisor, there are other skills they need to develop in
terms of leadership: how to inspire, motivate, coach, delegate, discipline,
plan, team-build etc. This is what this program is about.
Self-Assessment Survey Directions
Read through the list below without marking it up, then the second time
around, Put a YES, NO or MAYBE to record what you think your skill or
knowledge level is. This will give you a good idea where your strengths and
weaknesses are
Supervisor's Self-Assessment Survey
Leadership
I have a clear understanding of the Company's goals and objectives I
understand how my role fits into the goals of the Company I have a clear
vision of the objectives of my area I communicate the Company and area goals
to the people under my supervision (my team) on a regular basis I give
frequent feedback to the people in my team to encourage their development
and the achievement of their goals and objectives I recognize and celebrate
the successes of those in my team I feel that the people in the Company are
our most important assets I believe that I treat others as I would like to
be treated myself I consciously work at setting an example of effective
leadership I am actively working on developing a positive self-image My own
enthusiasm is increasing the desire of my team to do better
Goal-setting
I have a written annual plan and personal performance goals which have
been agreed upon by me and the person to whom I report I work with my team
regularly to help them set SMART goals that support their workplace
development I break down my annual goals into shorter-term goals I review
the progress of my goals regularly I have a method for measuring and keeping
track of my goal achievement I ensure that the members of my team know on a
regular basis the status of the Company's goal achievement My goals for
myself as a Foreman and for my team tie into the Company's goals I set goals
that stretch and challenge me I achieve a high proportion of the goals I set
I enjoy challenges, and see them as opportunities for growth
Personal Productivity
I clearly understand my priorities I spend only a small portion of my
time in crisis management I delegate work to others in an effective manner
My area of responsibility runs smoothly when I am not there I accept
personal responsibility when I make a mistake I ensure that meetings I run
have a clear agenda and start and finish on time I plan my work in advance
and work the plan I rarely procrastinate or leave things to the last minute
I keep others informed, in advance, when I cannot meet their deadlines
Motivating Others
I give feedback on a timely basis I know the people on my team well
enough to understand what is important to them I believe in the abilities of
people on my team and communicate my confidence in them
I provide (or am instrumental in obtaining) training for the people on my
team that they need to develop the skills necessary to do their job well I
ensure clear goals and expectations are set with those people who report to
me Morale in my department (team) is high I always share credit for success
I ensure that people on my team are clear about what their responsibilities
are I ask questions and encourage people to find out answers to their
concerns I listen to the ideas of others I am flexible in how things get
done, providing the results are satisfactory When things go wrong, I
question what I could have done differently. I share responsibility.
Coaching for Success
I coach my people to help them achieve success in what they do I provide
one-on-one sessions with each person who reports to me I ensure that during
coaching sessions the other person(s) talk more than I do I really listen to
understand the concerns of others I help others to be self-aware of the
areas in which they deed to improve or develop I support the goals set by
individuals on my team I help members of my team to be accountable for their
goals and performance I deal openly, constructively and promptly with any
negative performance issues I encourage and ask for feedback on my own
performance from my team
Communications and Building Relationships
I listen to understand the other person's perspective before I give mine
I always wait until others have finished talking before I speak; I don't
interrupt I spend time planning important communications, written or oral I
develop strong business relationships with the people on my team as well as
with suppliers and customers When people bring to my attention my own
negative performance issues, I respond in a non-defensive manner I speak
calmly to people, not raising my voice, regardless of the issue at hand If I
have an issue with someone, I always deal directly with them, I do not talk
behind their back I observe others' non-verbal communication to assess how
they are really feeling I maintain an open mind in most discussions I seek
and consider other people's opinions Dealing with Performance Issues I deal
with performance issues on a timely basis I allow others to explain their
viewpoint before coming to a conclusion I see dealing with negative issues
as an opportunity to train and develop people I make sure that clear
expectations are set and agreed upon with the individual after a performance
issue discussion I am willing to accept that my perception of an issue may
not always be right I avoid argument, accusation and sarcasm I encourage
others on my team to be open about their mistakes so that we can make
corrections and learn
Team Building and Synergy
I see my position as Foreman as being a team leader and that those I
supervise are all members of my team I ensure that my team and it's members
have clear goals and expectations I am willing to delegate responsibility to
team members I give regular feedback to the members of my team; not just
about negative issues but I also regularly tell members of my team when them
have performed well Others see me as a team player I follow through on
commitments I make to team members The results of team efforts are shared
with members of the team (e.g. I do not take all the credit for my team's
successes) I actively promote team spirit and positive interpersonal
relationships amongst the members of my team As team leader, I move promptly
to discourage behavior by individual(s) in my team when such behavior has a
negative impact on team-building (e.g. "turf wars," "inner circles,"
"behind-back gossip" etc.
Managing Stress
I am aware of what causes me stress on the job and I manage those
situations I notice when team members are under stress and help them to deal
with the situation I discuss my concerns and problems with the person to
whom I report I do not take my work problems home, nor do I bring my home
problems to work I use small amounts of stress as a motivator I enjoy most
of the work I do I strive to maintain a good balance between my workplace
life and my home life I eat a balanced diet I exercise regularly
Enhancing Future Results
I am continually upgrading my skills I am aware of areas I need to
improve I ask advice from people with more experience I admit when I do not
know something I invest time in training or coaching others I spend time
weekly to study or read I ask others regularly how they think I could
improve
That is the conclusion of this article which I hope you have found
helpful and informative. Do check out my website too although it is not
directly related to this subject, you may also find it interesting
http://www,ehomebiz.org
About the Author
Michael Brooke, Ph.D is a retired university senior administrator, adult
educator, corporate trainer and recruiter, and published author. He lives in
Victoria, British Columbia where he spends some of his time running his
Internet businesses. His main one is the Prosperity Automated System which
is a fully automatic marketing system which brings prequalified prospects to
your website to view your products.
|
