Manager's Leadership and Supervision Guide

Leadership is a key a factor in success, yet, there are many types of leaders, loud ones, quiet ones, those who are closely involved and those who lead from a distance, perhaps delegating more. Sometimes its’ who they are, other times its’ what they do, often its’ both.

A common factor is that they articulate goals and objectives we can strive for while inspiring the confidence and trust that we can succeed. Confidence in ourselves as well as in them. We are prepared to follow those we believe in. They demonstrate integrity and perseverance.

Leaders inspire employees to do the best they can. They are influencers. Supervisors must be influencers to get things done. They need to lead, plus address day-to-day operations in practical ways to succeed. It’s a tough balancing act amidst multiple demands.

That’s’ enough theory! Lets’ target specifics.

Supervisory managers have tremendous influence on daily operations, employee motivation, engagement and productivity, plus morale and organizational effectiveness overall. Often chosen for their talent and capabilities, many supervisors receive little support or training on well accepted practices in supervision. (Push to learn more, workshops, on-line, webinars, etc.)

Great supervisors, build trust with employees,

  • By clearly articulating what needs to be done and facilitating success.
  • By ensuring they have the training, expertise, tools and resources to get things done.
  • By ensuing they have the support and problem solving to overcome issues and succeed.
  • By encouraging two-way communication on the work to achieve success.
  • By focusing on best efforts, not blaming, but coaching as needed.
  • By providing fair and consistent practices employees can count on.

This list could go on, but the key here is trust. If employees trust their Supervisor, they are engaged and motivated to contribute their best efforts.

Note – studies on engagement show 25-35% above average productivity and profit with engaged workforces. They also have much lower turnover and absenteeism, plus fewer accidents.

Assess your team

Who is newer, needing training? Who is experienced, but needs coaching or support. Who is ready for delegated tasks? This helps you plan time with those who need it.

Communication

How clear are objectives, plus feedback to you on progress or issues? How do you update employees on “carrying on as planned” versus adapting to changed conditions?

Support your team

How do you know they have the resources needed? Look for gaps.

Use positive influence

Orientations, training, ongoing two-way communication, reinforcing good practices, recognizing good work, addressing issues promptly, but fairly, lowering traditional barriers and being approachable. You are better informed to make better decisions.

This is the tip the iceberg, but its’ a start.
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