Are these the top 3 supervisory skills?

Whenever we are asked to provide management and leadership training we do our best to understand the real issues so that we can offer a tailor-made solution. Interestingly, the headlines often hide a more fundamental issue and when we dig down, the cause is very different from the perceived performance issue.

What we are initially asked to look at starts off life as a simple statement. Do you recognise any of these?  

Empowerment:

“If only my supervisors would take ownership of the problems and drive through the changes the business needs” “We are very clear what we expect of them and continually tell them what we are looking for, but they seem unwilling to solve the long-standing problems!”

The clue here is in the word ‘tell’. Often the underlying culture is not supportive of supervisors being empowered. Management impatience and an overly driving style adds energy but creates resistance.

If people are asked to do something new and take responsibility when the risks are high, then coaching and support are critical. We often start by looking at senior leadership styles in the organisation before working with the front-line managers. When the correct environment is in place, supervisors will flourish and grow and develop into the empowered individuals you need.      

 Managing difficult people:

“Why don’t my newly promoted supervisors get to grips with their problem team members, they have the authority now to sort them out, and they clearly know who they are!”

On the face of it, seems quite reasonable. Just teach them about the disciplinary procedure, sorted! Hold on though…. Wasn’t this supervisor a member of that team? Is there just a possibility they have some allegiance to the team and some individuals? After all they have been colleagues for several years. The real tools they need are self-management, emotional intelligence and great interviewing skills. Understanding the actual issues and finding solutions to performance problems can range from the ability to ask great questions, empathetic listening, training, motivation and how to inspire others.    

Ok, when all else fails maybe the disciplinary route is the right answer but should be the last resort.

Time management:

“My supervisors are always rushing around like headless chickens, jumping from one crisis to another. We seem to be forever firefighting, they simply need to get control of their time!”

If only it was that simple! Supervisors seem to be victims of an endless stream of tasks. Often, it’s the loudest or most senior demand that is responded to first. Without any criteria to work to or any respect for what is important rather than urgent, it can become a recipe for frustration and a series of uncompleted tasks. Equally when they are delegated tasks there is little consideration given to what they already have on their plates. Add to that a probable lack of understanding of how to delegate, it’s easy to see how a supervisor can get caught between a ‘rock and a hard place!’  

Did you recognise any of the above?

If the answer is yes, you might like to consider contacting us at TIPS for Good Management. We not only offer tailored solutions for the above, but also a prestigious Chartered Management Institute qualification to support the learning.

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