I was recently asked to deliver a conference presentation on how to develop mid-level supervisors. I looked online for outlines I could use and found mostly generic articles that seemed to be generated by artificial intelligence. Instead, I started jotting notes from my 40-plus-year career of managing people where I could draw upon real-life experiences.
What follows are four of my top lessons learned.
- The owner sets the tone
When I visit a business, I get an immediate feel for how well-run it is. This can be based on how organized it appears and how the staff greets you without the owner making an introduction.
Invariably, this is a direct mirror of how the owner operates. A sloppily groomed owner who doesn’t dress professionally will result in staff that do the same thing. An owner who takes the time to greet every employee they encounter and use their name while making eye contact will result in staff members doing the same thing. An owner who doesn’t schedule routine meetings will enable supervisors to operate similarly.
In short: Your supervisors will never exceed your level of management competence. Raise the bar.
2. Avoid the desk trap
When a supervisor is granted a new title, it often comes with a desk and sometimes an office. Many supervisors will feel like they have arrived — and simply sitting at their new desk counts as a useful contribution. I call this the desk trap.
Supervisors need to keep desk time to less than 25 percent of their day. They should spend the other 75 percent or so in the field, parking lot or warehouse with employees and customers.
3. Schedule routine reports
All employees need routine feedback to affirm what is right and discuss what can be improved. This only happens when you develop a routine reporting schedule.
I like to make a report every two weeks. Typically, 30 minutes will suffice. The routine cadence will reduce confusion and support development. These huddles/meetings need to be scheduled in the future. Being “too busy” is not an acceptable excuse.
4. Take time to process situations
Supervisors are flooded with information from staff and customers. Only emergencies require immediate attention. All other information needs to be processed and accessed based on source and agenda, with any embellishment or marginalization factored in.
Breathe, process and react later, both emotionally and physically. Ask questions for clarification. This process will significantly reduce stress.
<p>The post 4 behaviors to improve mid-level management development first appeared on Pest Management Professional.</p>
from Pest Management Professional https://www.mypmp.net/2024/11/15/4-behaviors-to-improve-mid-level-management-development/
Sacramento CA
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