What It Takes to be
a Supervisor
Steve Wise - July 2010

If I was a
New Supervisor -
what advice
would you give
me?

My Supervisory Experiences
Managed Union Presidents and Grievance Meetings & Resolution
Union Officials
Conducted Extensive and Various
Directed both Support and Types of Training
Productive Departments
Conflict Abatement
Held Supervisor / Manager
Positions @ HQ & Field Locations Employee Terminations - Theft,
Drug Use, & Physical Altercations -
Union vs. Management Hourly & Salary
Environment
3 Supervisors and 1 Administrator -
Workforce Reductions won Presidential Awards for their
performance
New Supervisor Development
Established Working Union
Severe Cost Cutting Measures Relationships
Various Workplace Investigations Safety Leader

Name one
characteristic
that you did not
like of one of your
Supervisors -
and why.

Definition of Leadership
Leadership is a process
whereby an individual
influences a group of
individuals - to achieve a
common goal.
SOURCE: Concepts of Leadership - http://www.nwlink.com/~donclark/leader/leadcon.html

What a Supervisor is to Me
Leader Communicator Planner
Administrator Well Organized Coach
Disciplinarian Time Manager Co-Worker
Counselor Employee Change Agent
Safety Flexible / Learner /
Champion Adaptable Teacher

Challenges Supers Face
Communication
People Problems
Breakdowns
Conflicting Priorities
Schedule Changes
Manpower vs. Amount of
Supervisor vs. Friendship
Work Differences
Managing Time
Tool & Equipment Issues
Union Relations
Keeping Your Emotions in
Check Lack of Management
Support
Administrative Duties
Adversity vs.
Outside Interference
Opportunities

Supervisor Experience # 1
New Supervisor was hired from outside of the company - to
direct a support department - who had no prior company
experience but did have extensive field experience.
Current union / management relationship was improving - but
was still having trying times.
Mechanic in work group was a strong union member - and did
not see eye-to-eye with this new Supervisor.
Incidents / run-ins / disagreements between Mechanic and
Supervisor took place on a regular basis - mainly over job
procedure / performance - and in view of fellow workers.
Efforts to resolve the conflict were falling short.
HOW WOULD YOU TRY TO RESOLVE THE SITUATION?

Be a Good Communicator
Maintain 2-way Communications
Be a good Listener - listen as much as you talk
Give clear Direction(s) that are understood by all
Share Information that affects your People
Send the same Message
Have an Open Door Policy
Say what You Do / Do what You Say
What and how you Communicate - either builds or
harms your relationships with your People

Needed People Skills
Treat your People fairly
Don’t ride your Horses too much
✦ May overburden your top performers
✦ Co-workers may resent such efforts
Trust Your People
✦ Delegate - Avoid micro managing your People
Don’t look to place Blame
✦ Find out what went wrong and correct it
Learn from Others / Your Mistakes

Needed People Skills
Build Teamwork / Share the Load
Seek Input / Feedback from your People
✦ But do not be afraid to Direct your People
Explain Your Decisions when Needed
Don’t look to be Popular
Recognize Your People for their Efforts
Be aware / sensitive to Your People’s
Personal Life

Supervisor Experience # 2
You are supervising a group of ten (10) workers that perform
operations as one designated work group.
Work performance by this work group - is efficient, cost effective,
and meet quality standards.
A new procedure has been developed by HQ, that will not only
improve the results of several locations - but will also reduce labor
hours and cost to perform.
This new procedure will require certain workers (not all) - to learn
new skills needed to execute this new procedure.
From your initial conversations with your people, you feel that they
do not support this new procedure and believe that it will
negatively affect their performance.
HOW WOULD YOU TRY TO RESOLVE THE SITUATION?

LEADERSHIP TRAITS - Where are You?
Authoritarian - strong on tasks / weak on people skills
✦ Very task orientated - Hard on workers - No allowance for cooperation -
Expect their People to do what they are told to do without question, input,
or debate.
Country Club - strong on people skills / weak on tasks
✦ Uses predominately reward power to encourage their People to
accomplish their Goals and to maintain discipline - Reluctant to use
leadership power for fear that it could hurt team member relationships.
Impoverished - weak on tasks / weak on people skills
✦ Delegates workgroup direct through a team member - Basically allows
team members to do as they wish - Provides no to limited team direction -
Style results in permitting power struggles within the team ranks.
Team Leader - strong on tasks / strong on people skills
✦ Leads by positive example - Seeks and promotes a team environment -
Strives to attain the highest potential, both as a team and individually -
Frequently encourages the team to reach its goals - Strives to strengthen
the bond between team members.
SOURCE: Concepts of Leadership - http://www.nwlink.com/~donclark/leader/leadcon.html#definition

Supervisor Experience # 3
Two mechanics have been assigned to separate work areas that
perform similar functions and responsibilities.
Car types and related repairs made to them in either work area are
different in nature.
From your observations of both mechanics - they both seem to be
busy throughout their day.
One mechanic approaches you and complains that the other mechanic
is not carrying his weight.
He mentions that this mechanic is often behind, resulting in his co-
workers in this second work area, asking said mechanic to help out.
This mechanic says that he is getting stressed out from doing more
than his share and wants you the Supervisor to do something about it.
HOW WOULD YOU TRY TO RESOLVE THE SITUATION?

Principles of Leadership
1. Know yourself and seek self-improvement - always
look to strengthen your leadership abilities - both from
within and outside your organization - learn from others.
2. Be technically proficient - know your job and what is
expected of you as a leader - and be familiar with the
tasks of your people.
3. Seek responsibility and take responsibility for your
actions - frequently look for new ways to guide your
workgroup - look to meet current goals and set new ones
- don’t point fingers when trouble strikes.
4. Make sound and timely decisions - practice sound
problem solving skills - make timely decisions - consult
others when needed - consider both sides of a decision.
SOURCE: Concepts of Leadership - http://www.nwlink.com/~donclark/leader/leadcon.html#definition

Principles of Leadership
5. Set the example - walk the talk - be a good role
model for your employees - they must see what they
hear from you.
6. Know your people and look out for their well being
- know human nature and the importance of caring
for your people - respect their personal side.
7. Keep your workers informed - know how and what
to communicate to not only your people, but senior
management and others as well.
8. Develop a sense of responsibility in your workers -
develop good character traits that will help your
workers carry out their professional responsibilities.
SOURCE: Concepts of Leadership - http://www.nwlink.com/~donclark/leader/leadcon.html#definition

Principles of Leadership
9. Ensure that tasks are understood, supervised,
and accomplished - communication is the key to
this leadership responsibility - clear / concise /
understood by all.
10.Train as a team - your department is a group of
individuals doing their jobs - strive to attain
workgroup responsibilities via a team effort.
11.Use the full capabilities of your team - develop
your team daily - strive for team achievements -
offer the full potential of your team to your
organization.
SOURCE: Concepts of Leadership - http://www.nwlink.com/~donclark/leader/leadcon.html#definition

RECOMMENDATIONS
When You have questions or need help - ASK!
Make use of the Expertise and Experience at
company HQ and field locations.
Look to improve your Supervisory Skills - make
use of in-house or external Training.
Spend time on learning the Computer resources
that are available to you at your company.
Be Positive - think in terms of how to get things
done - not why they cannot be done.
Never feel that You are alone.

From - “101 Ways to be a Better
Supervisor Tomorrow”
Use plain talk - all of the time.
Treat everyone alike - fairly.
Look for successes - not mistakes.
Learn to say “No” and “I don’t know - but I will find out.”
Have fun at work - and let others have fun also.
Always keep trying to think of better ways to do things.
Don’t make decisions in anger.
Get back to people promptly.
Keep promises and remember commitments.
SOURCE: Ramsey, Robert D.. Supervision, Mar95, Vol. 56 Issue 3, p12, 2p; (AN 9503152942)

From - “101 Ways to be a Better
Supervisor Tomorrow”
Learn something new every day.
Don’t let anyone think they’ve asked a dumb question.
Try to leave things better than you found them.
Look for answers - not excuses.
If someone else has a better idea - use it and give them credit.
Don’t take your work home every night - You deserve a life of your own.
Criticize in private - praise in public.
Keep everyone informed of important matters which affect them directly.
Know what is going on in your organization.
Make personal contact regularly with everyone that you supervise.
SOURCE: Ramsey, Robert D.. Supervision, Mar95, Vol. 56 Issue 3, p12, 2p; (AN 9503152942)

LEADERSHIP
Although your position as a Supervisor
gives you the authority to accomplish
certain tasks and objectives for the
company - this power does not make
you a Leader - it simply makes you the
Boss.
True Leadership is when the Leader
inspires his / her People to want to
achieve higher goals.

QUESTIONS
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GOOD LUCK!