The Ten Commandments of Good Supervision

The Ten Commandments of Good Supervision

For many supervisors, their relationship with people who work for them could be a lot better. A recent study by faculty members at the University of Florida said that more than half of the employees found their supervisors untrustworthy, not good role models and too free to proportion secret information. This is indeed a harsh indictment. Poor supervision is often seen as a factor in high turnover and increasingly employers are holding supervisors accountable for turnover amongst their direct reports.

Supervision is about nurturing employees. It’s about being committed to making them successful instead of waiting for them to make a mistake. Supervisors need to have a clear and specific idea of how we can sustain the individuals who work for us. Just as we have a specific plan to continue a service or course of action, good supervision requires a road map to get us where we want to get.

Supervisors are responsible for technical skills and attitudes or habits.

Generally speaking supervisors are better at dealing with technical skills than they are with habits and attitudes that is why habits and attitudes are responsible for more terminations than the technical skills of the job. Which takes us to the Ten Commandments… since if followed, the supervisor will be more successful at changing attitudes and habits.

1. Be organized. Don’t bring your employee into a cluttered office. Expect the employee to have an agenda, to have done some preparation for the supervisory conference, but you should prepare in addition.

2. Manage yourself. form the behavior you expect to see from your employee. manager your own responsibilities well.

3. concede good work. Regularly and often. No employee has ever complained that their boss compliments them too much. Compliments feel good.

4. Be positive and optimistic. Give your employees the confidence that things will work out; give them a reason to believe that plans will rule to success. Describe strengths in addition as weaknesses.

5. Document your discussions. Describe the behavior you want from the employee both verbally and in writing. Track progress and make observe of it. This will save you a lot of time and eliminates surprises when it comes to doing the annual review.

6. Have a respectful ecosystem for supervision sessions. Don’t take phone calls during a supervisory conference, except for true emergencies. Put a do-not-upset sign on your door and make sure your conversations are held in private. And while we are talking about respect, don’t forget to keep objective and non-judgmental.

7. Refer often to the mission and goals of the organization. Make sure that the employee knows exactly what to do in his/her own work situation to contribute to those goals.

8. Demonstrate your own commitment to learning and to improving your own performance. Don’t expect your employees to find time to go to training if you can’t seem to break away for some time of personal growth. Be willing to let in your own mistakes and areas in which you need to enhance.

9. Be fair, but honest. Be prepared to speak clearly about areas of the employee’s performance that must enhance; don’t use vague language. Be behaviorally specific in terms of the problem and the solution in addition as the time frame for expected improvement. One can be specific without being judgmental of the person receiving the feedback.

10. Get to know the employee, what motivates them, what some of their personal interests are, what their goals are for their personal and specialized future. Be prepared to proportion some of your own in addition. This develops the bond between you and your employee, enables better planning for the future and adds some zest to your work together.

As a supervisor you must recognize that your job now requires that you help the company unprotected to their goals by the cooperation of other people. You may have been really good at making clay pots, but that is not your job now. Instead of the technical skills that were required in making those pots, you now need the people skills which build loyalty and motivation. As Dwight Eisenhower is quoted as saying, “Leadership (including supervision) is about getting other people to do what you want them to do because they want to do it that way.”

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