Over the last two years I have had the pleasure of teaching over 400 of your supervisors and managers in ASE’s two popular classes; The Principles and Practices of Supervision I and II. In these classes I provide participants practical knowledge and tools supervisors can use immediately to address common challenges associated with supervision and why it is important. The class also provides ample time for participants to share and discuss concerns, challenges and situations facing them in the workplace with the class for advice, council and their opinions on handling these. Below are the 10 topics, scenarios, concerns and and/or challenges we talk most about in the classes. How would you respond? How would your supervisors or managers respond?
- Being friends with my direct reports is ok as long as we separate work and home. We don’t talk about non-work stuff at work and work stuff at home. Being friends with a person or people who report to you can create issues with trust and respect on the team that can affect results.
- There is no way to motivate an unmotivated person. If someone is unmotivated that is just the way they are, some people are just that way. Research shows that factors that determine whether someone is motivated or not at work has more to do with what the supervisor does/doesn’t do than other factors.
- My employees should know what they should be working on and what takes priority. I don’t know why they keep working on low priority tasks. Employees need supervisors/managers to communicate the priorities of tasks relative to other work they have.
- I have an open door policy. I let my employees know they can come to me at any time to share concerns or problems, my door is always open. I rarely get visitors so this is a sign that there are no concerns on my team. When supervisors/managers create an environment of trust they are more likely to get “visitors.”
- My direct reports do not show initiative and enthusiasm in the job because they aren’t paid enough. Research shows that pay is not the number one factor that influences behavior on the job.
- Coaching doesn’t work for one of my direct reports. I have addressed a situation with him multiple times but she is still not doing what I want. Supervisors/managers who coach someone again and again with no results may be missing a step in the coaching process.
- I shouldn’t have to recognize/appreciate someone for just doing the job. Recognition and appreciation is one of the factors of engagement most lacking in today’s workplaces.
- There isn’t time to build relationships with my direct reports. We have too much work to do. Supervisors who fail to spend time building relationships with direct reports can affect trust and results.
- Employees in the millennial generation aren’t interested in doing anything more than the minimum requirement of the job. The four generations in the workplace each have their own unique attributes and supervisory needs. Millenials are willing to do more; supervisors need to know how to best direct them.
- Some people just will never get on board with change. Supervisors can influence this attitude by being sure to address roadblocks in the way of change.
Are these scenarios that may pose challenges to your supervisors and managers? Could they benefit from some instruction on how to address these? If so, you might consider enrolling them in an upcoming session of The Principles and Practices of Supervision. These classes are three-day classes offered every month, usually over three weeks (e.g., three Tuesdays in a row). Click the links for more information or to register. Next available dates are below:
Principles and Practices of Supervision 1
Principles and Practices of Supervision II
In addition, come to our People Profit Progress Conference on March 13th. Craig Zablocki, one of our keynote speakers, will be speaking on another subject relevant to supervision: Radical Leadership.
For other questions or class offerings, visit our website at www.aseonline.org .