In a typical work environment, the employees that are excelling at their individual job tasks may be tapped for a promotion to supervisor. But if they have never supervised anyone before, how can you help your new supervisors be successful?
When a company identifies an employee that understands and demonstrates the correct job task process, that has a flawless personnel file, and seems to exemplify the company’s core values, it doesn’t mean they will be a good supervisor. In this Meith Minute we will provide a few tips on how to help any new supervisor become a successful supervisor.
Just because someone is good at an individual job task, it does not mean that they would be a good supervisor. This is a common misstep for many businesses. You need to provide these good employees with the tools to be a good supervisor. If you do not help them be successful, you may lose more than the great employee you had.
How to Communicate Job Task Processes
Just because they had excelled at doing the tasks, doesn’t mean they know how to explain it to someone else. This is where your written procedures can really help them communicate the steps and requirements. Teach the new supervisor how to manage expectations and how to adjust to different learning styles. If they only rely on how they understood the task, they could have a hard time relating that to another employee.
How to Provide Constructive Feedback
It can be hard for new supervisors who never struggled with a job task or the company policies, deal with an employee that is struggling with the same job task or adherence to policies. Teach the new supervisor how to give constructive, positive, feedback. This will not only help correct minor issues but can help the new supervisor with their interpersonal skills. The Sandwich Feedback Technique (negative feedback “sandwiched” between two positives), used properly, is a great method for any supervisor.
How to Effectively Discipline an Employee
Most employees are aware of and have a decent grasp of disciplinary actions, but not taking the time to teach a new supervisor how to use them properly could lead to expensive legal trouble. Teach new supervisors how to utilize the company’s written policies and procedures to identify the root issue, how to avoid language that is subjective, how to clearly document the problem, and how to create a plan for correction. This is one that I feel should be reviewed on a regular basis with all supervisors and managers to avoid costly mistakes.
Just like you trained them how to do the job task process that they excelled on, you need to teach them the supervisory skills that will help them excel in their new position too. Don’t assume because you were Mentor of the Year six times, were cited in Harvard Business Review’s, “Giving Effective Feedback”, or won an award for writing the heck out of a Written Warning, that your new supervisor knows how to do those things. Spend the time to help them be great supervisors so that they can continue to grow within your company to become great managers and leaders.