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