Joe’s just been promoted to supervisor. His hard work and dedication
have paid off. The extra money will certainly come in handy, and he can’t
wait to tell his wife about his promotion. But give Joe a couple of weeks, and
the excitement will wear off.
After the handshakes and the congratulations and Joe gets to work in his new
role, he begins to feel very uncomfortable. He is no longer sure of himself like
he was when he knew he was doing a good job as a line employee. Worse, perhaps,
someone else is doing his old job, and not at all to Joe’s satisfaction.
He begins to think his boss should never have promoted him. Or at least, Joe
wishes he had some supervisory skills.
It just wouldn’t make sense to put a complicated, expensive piece of
machinery into the hands of an untrained employee, but everyday, good employees
are promoted to supervisor and sent into their new positions without guidance.
Training for the new job is seldom part of the promotion package. As a
result, many new supervisors go through a period on confusion, uncertainty, and
feelings of inadequacy – they’re punished for their hard work, it
would seem. Sometimes, those good employees become poor supervisors, and good
personnel are lost.
Prior to becoming a supervisor, the employee probably had a clearly defined
job. There were specific tasks to be done. Usually, these tasks had to be
completed within a set time frame. The employee could evaluate himself. It was
easy for him to tell if he was doing a good job.
As a supervisor, there is little, if any, hands-on work involved. The job
changes from doing work to getting work done – a much broader
responsibility. The supervisor’s effectiveness is measured by the work of
everyone in his or her section. No longer can he be concerned only with his own
production. He must see to it that everyone does a good job.
To oversee the quality and quantity of the group’s work, the new
supervisor must end his former relationship with his co-workers, if his
co-workers have not already initiated that change. It may be subtle or
pronounced, but there must be a change. Instead of being one of the gang, the
new supervisor has to become the decision maker. He will no longer fit into the
social group that laughs, jokes, and occasionally gripes about the boss or the
county. He is now the one expected to fix the problems.
Somebody will test the new supervisor. He’ll want to see how much he
can get by with under the new guy. The new boss cannot make the mistake of being
too lenient in these situations, otherwise he will undermine his own
authority.
In other situations, the supervisor may over-react and come down too hard on
an employee to show that he or she is in charge. In setting and enforcing
workplace rules and standards, the new supervisor must take a firm but fair
attitude and be consistent.
Another problem many new supervisors have is either under- or
over-supervising. In under-supervising, the employees are the decision makers.
They determine how and when thing should be done. The supervisor takes the
attitude of letting everyone do their job and not interfering. While employee
involvement has many positive aspects, it is the supervisor’s role to see
the bigger picture. He should be aware of how the operations in his department
relate to the overall goals of the county and he should stay in control to meet
those goals.
In a situation where the supervisor over-supervises, the supervisor makes all
decisions without benefit of input from his or her staff. A more effective
supervisor will keep his door open to his employees. The final decision is his
responsibility, but input from employees plays a valuable role in helping ensure
that those decisions are good ones.
Open communication builds good relationships and ensures better productivity.
The key is listening to the employees and being certain that the employees
understand their tasks. The supervisor must say exactly what is expected, when
it is expected, and be sure the employees understand what is expected. Few
supervisors enjoy having to correct someone for poor production, policy
violation, or some other unacceptable behavior in the workplace. The effective
supervisor will promptly address problem situations and work toward a quick
solution. The first goal in dealing with such problems is to correct the
situation, not punish the employee.
The first-time supervisor endures many new challenges
which he has likely never seen before. The Texas Association of Counties has
many resources available to help the new supervisor settle into his new role and
to serve as a refresher course for experienced manager and supervisors. For more
information, call the TAC Field Services Department, Loss Control Secretary, at
(800) 456-5974.v