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Supervisors have a general understanding of their job and responsibilities, but this program is more specific, and it explains how to accept accountability for their actions. There is more than being "put in charge." This video is also found in other categories as: 1003a, 5002a, 9011a, 17000a, 5-1015, being somewhat modified for the category in which it is found.Excerpt:
A supervisor has the most demanding job in any company. You’recharged with everything your employees do or fail to do. You’re responsible forproductivity, efficiency, safety, security, housekeeping, the list is endless.When something goes wrong it’s your responsibility. When things go great, well,you’re just part of the management team. That’s just the way it is, and alwaysbeen, and the future looks like it’s going to be the same. So let’s just say itspart of being a supervisor. The question is what exactly are yourresponsibilities, liabilities, capabilities, and limitations? Well, that iswhat this program is all about.
Let’s start with a few basic statements. Your primaryresponsibility is also the most difficult: Managing other people. The successyou’ll have in people management is directly related to a number of skills.
First is concern for employees and the company, demonstratinggenuine interest in the welfare of your employees. This includes making surethey are challenged in their job and their job is rewarding. You have anopportunity to make adjustments in job assignments and responsibilities tomaintain interest in the job. Rewards for doing a good job, and that’s notnecessarily monetary rewards.
Employees look to you for leadership, or certainly the modelor example to emulate. They will learn your strengths, your weaknesses, likesand dislikes, and they will follow your example. One of the pitfallsinexperienced supervisors make is to think that they can fake a certainpersonality. Employees can be fooled for a day or two but very quickly the realperson will emerge, and that’s the model they will follow. Let’s say you’recommitted to following all the company’s policies and procedures, and duringthat time you’ve demonstrated a high degree of enforcement of company rules.Your employees know that and will be surprised if you change. For the samereason if you’ve demonstrated a low degree of policy enforcement your employeeswill be surprised if you change your personality or enforcement actions. Knowall your people on an individual basis. Know your group as a whole, know thecapabilities, know the limitations. Strive to get them to understand you. Ifyou are perceived as a low-key supervisor by your employees changes to a highprofile creates confusion until you’ve established your new personality.Frequent changes from one to the other, and back again creates permanentconfusion. The moral of the story: Be consistent with your employees. They canlearn to deal with you whatever your manner or personality, but they can’t dealwith someone who is constantly changing. A good supervisor has a set of rules,and enforces those rules equally and equitably among all employees. Nofavorites, just consistency. This is a major people management skill. It’s anextremely important responsibility.
Following Company Rules and Policies
From time in memorial companies have issued policies andprocedures that appear wrong or misdirected, but they are rules and it’s yourresponsibility to follow company policy. You have every right to provide inputon decisions before decisions are made, but once the company makes a decisionit’s up to you to support those decisions. It’s also your responsibility tocreate an environment or atmosphere among your employees that they too followthe decision. It’s easy to tell your employees, “Well the company came up withthese stupid rules, but I have to enforce it, so bear with me.” That’s notleadership. That’s trying to make yourself look good, and blaming it on thecompany. Don’t forget you’re part of the company’s management team, and it’syour new rule too. You can make an effort to understand this new policy or newrule, and do your best to explain the need of this new rule to your employees,but don’t think you can put the blame somewhere else. It’s your responsibilityonce the decision has been made.
Setting Goals for your Employees
The next responsibility is setting goals for you and youremployees. The only difference between a wish and a goal, is that a goal iswritten down. Tell them what’s expected of them. Give them information andtraining. They need to know the reasons and how they’re going to do what they’regoing to do. You may have department goals or individual goals, butcommunication of these goals is critical.