Several years ago we developed an Operating Philosophy and Procedures that works for us and our goal is to share it with the hope that some or all of it might work for you.
This course was developed to focus on all the steps supervisors are involved in regarding their staffs.
A sense of involvement in supervisor training is not commonplace. Most managers don’t participate in supervisor training, Nor do they perform an adequate needs assessment of what the problems are and what type of training is best. It is even rarer that managers and executives view supervisors as valuable assets — not just in meeting goals, but in analyzing barriers and devising strategies.
We believe that your efforts to mentor your supervisors and help them to mentor their workers will help put your team on the road to success. “Team up new workers with an experienced supervisor,” “Partnering with the supervisor builds stronger relationships among the staff. Workers’ relationship with their supervisor is ongoing.
When I first founded my marketing company in 1980 I was the only employee. My time was spent trying to build a business and selling was my only concern. However as the business grew to over 1400 people our focus changed. "Management" was the term used to describe the process of running an organization or a group of people to achieve a desired result. The person responsible for heading up the organization was referred to as a "Manager". In any business, management is essential, but it's not related to the employees.
The business needs to be managed - not the employees! People need to be led. I'm reminded of a cartoon of executives poring over a complex strategic planning flowchart, showing many steps and decisons and planning activities and data gathering over a period of months. Towards the end of the flowchart, just a step or two from the colored box showing a successful outcome, is an action item in bold red: "Insert Miracle Here!"
Management by Objectives and Time Management were indicative of the predominant management philosophy that prevailed.
Today these terms are still used, but the more dominant philosophy changed to one of "Leadership" when referring to the process of guiding an organization of people. Notice I used the word "guiding". That's the role of a Leader. I have never met anyone who likes being managed. I certainly don't. Do you?
Leadership, defines the desired organizational goal and asks employees to establish their own individual objectives for achieving the organization's results.
This provides the opportunity for commitment and "buy-in" on the part of the employee. It also provides the employees with the opportunity for self-fulfillment when the objectives are achieved.
The Leader's role, in this situation, is simply to guide the employees toward achieving their objectives. The employees feel a sense of control over their work and the Leader is free to spend his/her time looking forward rather than being buried in day-to-day operating details.
Training is not enough! Classroom, e-learning, seminars and/or self-study training can be effective methods for transferring knowledge — making it stick is another matter.
The first time a new supervisor gets stuck on the job, all of that learning goes out of that window. Coaching as a follow-up to training, either on site or over the phone. Mentoring is another effective way to accomplish this follow-up in-house — but who mentors, and how, is key.
Most mentoring takes the form of on-the-job shadowing, which is unlikely to reveal all of the mechanics at work in the typical supervisor’s day. Simply watching another manager or supervisor perform their job functions doesn’t provide a clear understanding of all that’s involved with the job.
“We often overestimate what’s transparent. It takes a great amount of time and determination on the manager’s part to make sure that new supervisors — and even veterans — are learning what they need to succeed and to help the team satisfy its mission.
In order to be successful as a supervisor, you need to select, hire, develop and motivate great people. A supervisor cannot achieve all of their goals without engaging the support of the employees who work for them.
Companies want to know how to lower costs, increase employee productivity and boost profits, all without hassle. With this unique opportunity we have a chance to help companies of all sizes develop the talents and abilities of their most important asset, their people.