“All resources are not obvious; great managers find and develop available talent.” Zig Ziglar
Here are the ingredients in my recipe for setting new supervisors up for success:
- Clearly define their role and performance expectations, so they know how to prioritize their tasks.
- Let them shadow a seasoned supervisor for a month or more, so they can observe how to handle daily, weekly and monthly supervisory activities.
- Assign them a mentor, someone who has been a supervisor and can help the new supervisor learn how to maneuver within the organization.
- Provide new supervisor orientation to organizational policies and procedures in stages, so as not to overwhelm them.
- Teach them what they need to know immediately to function in the organization.
- Give them an indexed new supervisor manual that lays out tasks, due dates, resources, and links to relevant policies, procedures and forms.
- Hire retired supervisors to provide hours or days of one-on-one job training or situation management assistance for supervisors who are alone in isolated areas.
- Recruit seasoned managers who will allocate an hour at the same time every week, to be available to provide advice and counsel.
- If technology allows, create just-in-time supervisory briefings available on the organization’s server.
- Create a list of resource contact people organized by their areas of specific knowledge.
- Set up monthly new supervisor meetings that focus on the development of specific skill sets and provide an opportunity for the supervisors to share experiences and information.
- Make sure that there are seasoned supervisors present at new supervisor training sessions, to share lessons learned and provide guidance regarding how to handle problem situations.
- Ensure that the managers of the new supervisors meet with them at least every other week to discuss progress and provide constructive feedback.
- Remind managers that all employees, including new supervisors, need recognition and encouragement.
- Teach managers about different learning styles, so they will adapt their approach to giving assignments and on-the-job training.
- Have the management spend time with the new supervisors, both in formal training sessions and in informal lunch discussions, to talk and to build relationships.
- Make it imperative that managers know their new supervisors by name.
- Provide necessary tools and resources.
- If the supervisors are new to the organization, stress the importance of getting their hands dirty by learning how to perform the work of their subordinates.
- Provide training in skills and information essential to effective supervisory performance within your organizational culture. These may include any of the following:
|Ø Active listening
Ø Change management
Ø Conflict management
Ø Cultural awareness
Ø Customer service
Ø Decision making
Ø Generational differences
Ø Handling difficult conversations
Ø Harassment-free environment
Ø Interpersonal communication skills
Ø Management styles
|Ø Meeting management
Ø Performance appraisal
Ø Performance management
Ø Personality differences
Ø Personnel management
Ø Problem solving
Ø Project management
Ø Quality management
Ø Recruitment and selection
Ø Report writing
Ø Stress management
Ø Team building
Ø Time management