Supervisors

Have you noticed how rarely anyone uses positive language when discussing the role of a supervisor in the workplace? Leaders rarely consider them, Managers tend to look down on them, and colleagues often dislike them. Supervisors themselves are rarely joyful about this first appointment in their career development journey.

This is a pity because, the way we traditionally organise workforces, there are a lot of supervisors out there. Their success or failure has a profound impact on any organisation. The role is not new; in fact, it has a rich historical significance. The verb ‘to supervise’ comes from Medieval Latin, and the literal translation is ‘to oversee.’ It has been in recorded use inside companies and organisations since the 15th century. So, after 500 years, you’d think we’d be better at it.

Looking at hierarchy from the top down, Leaders are there to set direction and inspire human effort by articulating the reason ‘why.’ Managers focus on determining ‘what’ their unit does and managing required performance norms. So, Supervisors work in day-to-day operations, influencing 'how' management decisions in their units are implemented through the work of subordinates.

In many organisations, this simple differentiation is blurred by the view that every Supervisor should aspire to be a Manager. That’s simply not true. In the history of collective human endeavour, millions of people have spent their entire working lives as supervisors, guiding their colleagues’ efforts with increasing knowledge and maturity.

But the fundamental challenge is this: in the world of work, we rarely set up the first-time Supervisor for success. And because they are regarded as ‘low-level’ appointments, they are seen as expendable. When a Manager ‘gives someone a chance,’ that chance is usually very slim. The appointment is often made in reaction to a situation: normally, the previous incumbent leaves or is dismissed. The whole matter is negatively framed and time barred.

Then, the chosen candidate’s work colleagues realise that she is no longer their buddy. Something is supposed to have changed, and no one is very sure how. Often, this causes resentment as the new Supervisor tries to exercise her ill-defined authority.

So, while Human Resource Managers and talent developers focus their efforts and budgets on Management and Leadership development, a proper focus on building strong supervisors is long overdue. A Supervisor’s Programme does not need to be complicated, but it should address three skills:

● Being a positive and proactive person.

● Communicating in an appropriate manner.

● Supporting colleagues to do their daily work well.

A better understanding of Emotional Intelligence - how you conduct yourself and relate to others - will prepare the new Supervisor for success.