Newly Promoted: Direct Your Success
Most people are promoted into supervision with little preparation. They may begin their new role by continuing down the same path as the previous supervisor or make changes based upon preconceived ideas. It may turn out that one of these approaches is the correct path, but how do you know?
As a new supervisor, your best path forward is based upon what you need to do to establish yourself as a leader, boost productivity, and foster team cohesiveness.
Answering the four questions below will help clarify your thinking, and you can begin to proactively define your path towards successful leadership.
1. What is the purpose of the work unit? What are your thoughts and feelings about the work you do? Expressing the work's purpose in your own words communicates your passion for a job well done and lets people know what is important. A clear purpose inspires others.
Briefly describe the purpose of the work unit by answering the following questions, in your words.
What does your work unit do and why is it important to the organization?
Why does it exist? Who does it serve?
What are the goals and objectives for the unit?
Follow up Action: Create a purpose statement in a way that is meaningful for you. Then share with your boss and employees.
2. Is the workflow sensible, efficient, and effective? To examine how the work is organized, you'll need to check the workflow and assess your resources. It is easiest to understand how the work flows if you illustrate the processes. When you see it on paper it is easier to find flaws.
To clarify workflow, “map” it out on a large piece of paper or a whiteboard. First choose a function your work unit is responsible for completing. For example, “register employees for safety classes”
a) Identify the first step and the last step in the work process.
b) Identify each major step in the process.
c) Leave out the details; you are trying to uncover patterns of ineffectiveness. It is helpful to have your staff help you with this step.
Now ask yourself:
Does the flow make sense?
How well it is organized?
Are there any duplications of effort?
Are there any unexplained gaps or lags in the process?
Are the starting and stopping points clear?
Do the skills listed on the job descriptions fit the process?
Are any skills missing from the job descriptions?
Follow up Actions: Fix the flaws you find. If the job descriptions no longer fit the job, update with the appropriate approvals.
Choose 5 major functions and repeat the process above.
3. Assess your resources: Base your assessment on facts and not impressions.
Hard resources: The equipment, workspace, and finances needed to complete the work unit’s objectives. List all the equipment you use to get the job done. This is not a detailed inventory list, just the major items.
How many vehicles, how many computer stations, printers, and so forth. Note the general condition or age of the equipment.
Is the workspace adequate for effective completion of the work?
Describe how the operations budget is spent.
Human resources: The knowledge, skills and abilities employees must possess to successfully complete the work.
For each employee list the 5 most important tasks they perform.
Rate how well the employee performs each of these functions. Use an objective standard. Base ratings on your observations of the employee, and don't compare employees against each other.
Ask yourself:
How well does your equipment and workspace suit the needs of the work?
Are the operation funds spent effectively?
Do the employees have the skills they need?
Are staffing levels appropriate?
Does the distribution of work among staff make sense?
Follow up Actions: If the condition of your hard resources impacts the work in a significantly negative way, you’ll need to address this with your supervisor. If the employee’s skills are not at an adequate level and scope, decide what needs to be corrected and talk with your boss and the affected employee(s) about a plan.
4. Establish Key Practices. Establishing your path forward includes building effective relationships with your employees. Below are the minimum actions you must take to ensure you and your employees work well together.
Manage Employee Performance: The cornerstone of managing performance is to meet with each employee on a regular basis. It is best if you can meet with each employee at least every other week.
Encourage employees to talk about their work; the achievements and challenges no matter how small.
Connect with the employee as a person. Be careful not to get too personal.
Give feedback when appropriate.
From time to time ask other types of questions such as career goals.
Document the conversations.
Hold regular team meetings: Regular face-to-face interaction with all members is critical to a team’s success, no matter the team’s size.
Meet at least once a month and choose a time that works for everyone.
Let employees know you expect them to participate in a meaningful way.
Structure meetings with an agenda.
Build a positive climate: Building a positive climate takes time but a place to start are the following actions -
Be clear about what you expect in terms of work performance and hold people accountable.
Discourage gossip (it’s going to happen but discourage it in part by not participating).
Insist on employees treating each other courteously.
Talk openly about rumors and dispel them.
Be transparent in your thoughts, feelings and attitudes and encourage others to do the same.
Promote inclusion: Stop comments or jokes that disparage another group. Avoid an “us versus them” attitude, especially about senior management.
As a new supervisor you bring great enthusiasm for positive change. Direct this energy into a thoughtful, proactive plan. It will enhance your status in the eyes of your employees and your organization.