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