The transition to leader as a new supervisor can be challenging. The main focus should be developing a team. For supervisors, task efficiency is tied to accountability. Organizations typically demand that delegation begin shortly after the first day. New supervisors might attend a training, or be introduced to a new enterprise system. Whatever it is that a leader faces the first several weeks in the workplace, it is generally and opportunity to brush up on people skills as well as technical attributes to the job.
The best leaders embrace the training scenario, no matter the quality or the depth of insight. Take advantage of training as a moment to become familiar with the organization, its processes, policies and procedures. Training is also a springboard for an initial team meeting agenda. When a supervisor is new it is more important that they engage well rather than attempt to divulge conflicts that may be persisting in the environment.
Managing change effectively is the name of the game for supervisors that want to remain on opt. Change processes require flexibility and often iterative solutions over the course of time. Agility is a skill that is transferrable to almost any scenario.
Friendliness does not mean compromise fairness. Equity focused organizations depend on a diplomatic decision. Open communication creates a channel for managing recognition of employee contributions, as well as accepting constructive feedback.
The New Supervisor (1998) discusses the priorities of new supervisors, and includes case studies offering insights and solutions to new supervisor conundrums. Strategies for leadership entrance in organizations cover supervisory obligations in relation to high risk business conflicts are addressed.The New Supervisor
- ISBN 978-1-62290-887-5
- Run Time (13 Minutes)
- Copyright 1998
- Closed Captioned (CC)