Shift Perceptions on the Path to Basic Supervision

Question from Supervisor: Why does the first transition to basic supervision seem so daunting to some leaders?

First, let’s pinpoint two implied messages from this great question about basic supervision.

• The second transition may not be as daunting as the first one.
• Some leaders may not find it daunting.

Let me challenge the premise of both of those implications before moving on to the primary thrust of the question.

Moving from individual contributor to first-time team leader requires the new leader to update their perception about how work is accomplished.

Similarly, it is necessary to update perception as a leader transitions from being a supervisor leading individual contributors to a functional manager leading supervisors. This second transition may be more daunting for some because the ambiguity may be greater. Although the new functional manager will have had the experience of previously transitioning from contributor to supervisor, it is the new perspective towards getting things done through capable team leaders - who typically have great ideas and solid ways of getting work done - that proves equally (or more) daunting as the first transition.

Do some transition smoothly from contributor to team leader? We must answer yes, some do. At the same time we must recognize that many only appear to transition smoothly into a basic supervision role when in fact there has been a major derailment.

Consider this all-too-common scenario. A new supervisor quickly finds themselves working longer and longer hours just getting results on their own because they are not delegating effectively. They keep inside themselves the fatigue and frustration they are feeling. Oh, perhaps they'll share it with a close friend or family member. Seldom will they express it to their functional manager in a productive way because they don't want to be perceived as failing.

In short order, they take another position at another organization (perhaps going back to an individual contributor).

This represents a tri-fold failure: The organization loses talent. The individual is professionally derailed. Productivity is impacted because the leader's (unhealthy) contribution of extra work hours is eliminated. They appeared to transition successfully into their basic supervision role because they increased their personal productivity for a short period of time before departing the organization in frustration. Appearances were deceiving.

Many organizations simply don't invest substantially in supporting and simultaneously challenging the new team leader to update their perception towards work as they transition into basic supervision. Similarly, many organizations don't develop - really develop to the point of unconscious competence - the 9 “must-have” skills for the new supervisor. Mistakenly, it may be perceived as too expensive.

Five Big Rocks on the Path to Basic Supervision

Question from Supervisor: Why does the first transition to basic supervision seem so daunting to some leaders?

Here are five derailers that can cause great people to stumble. Observe that each one can be rationalized as a reasonable explanation for not doing something differently. Perhaps you’ve got some additional suggestions on how to handle the transition into basic supervision. Please add them in the comments section below.

Strengths

They tell themselves that they are going to leverage their strengths in their new basic supervision role. It is not enough! It puts too much emphasis upon them.  That's individual contributor thinking.

Leverage the strengths of the people who now work for you. Don't step into the trap of manipulating people. Identify their strengths and focus on matching those strengths to the challenges in front of your business. It is good for them and you.

Self-Discipline

They tell themselves that they are going to increase their self-discipline. After all it will be good for them to grow. That’s not basic supervision thinking! It’s still too much individual contributor thinking. And it is not sustainable.

Increase the clarity of your expectations to the people you are leading. It is self-discipline, but opened in a new window. The greater your clarity to your employees the greater the team performs. Doing this is sustainable regardless of future transitions.

Streamlining

They convince themselves that they will find a way to streamline their approach to getting work done. Hear the individual contributor thinking there?

Ask your people to streamline how things are done on the team. Experiment with their recommendations rather than shooting down their input. There's nothing wrong with streamlining. Lead it rather than doing it on your own.

Hourly Investment

They decide they are going to start their day earlier - or extend their day later - to get work done when their employees are out of their way.

This requires some serious perception shifting. Those team members aren't barriers to your success in basic supervision. They represent talent, resources and different ideas. Instead of starting one hour earlier, look for the one idea from that one team member that will increase results. Repeat it until a new habitual behavior is established.

Related reading: Nine Minutes on Monday by James Robbins

Non-Performers

They tell themselves that they are going to get rid of this one person who is just not carrying their weight. Unfortunately it can't be done with the wave of a wand. Plus, HR expects the team leader to coach the employee as well as document non-performance. Oh oh, sounds like more work.

Do this instead of wishing for a magic wand to “poof” away non-performers: Develop and practice key leadership skills including informal coaching, formal disciplining, scripting, and documenting.

The Path to Basic Supervision is Smoother When You Look Ahead

As a team leader or supervisor, what perceptions about work and getting work executed do you need shift?

Which of the 9 "Must-Have" Skills do you need to hone so that you are leading more powerfully and effectively?

How do you need to use your time differently from when you performed as a successful individual contributor?

Basic Supervision Skills: Got a Great Question?

If you have a question about being more successful as a supervisor or team leader, we want to hear it. Please use the Contact Us form to pose the question to us. Be sure to put "Questions from Supervisors" in the subject line.

About Glenn

A former principal of Greenfield Development Group, he has led teams of people in large and small businesses as well as non-profit organizations. Glenn has facilitated more than 2000 boot camps, workshops, webinars and seminars on a wide range of leadership and human resources topics. His educational credentials include a Master's degree in Organizational Behavior from the University of Texas at Dallas.