- Have periodic discussions with your boss regarding the priorities of the job. Don't simply rely on your job description. Most job descriptions are obsolete within weeks of their creation.
- Learn what it takes to get fired in your organization.
- Study and gain an expertise in your responsibilities. If you are doing just enough to get by then some day you won't.
- Listen carefully to your subordinates. Odds are, many - if not all - of them know more about various aspects of the job than you do. Respect their level of expertise until they give you reason to think otherwise.
- Don't take yourself too seriously but require basic respect.
- Recognize that although your team may be very capable, you were placed in that job for a reason. You bring a perspective that the team may lack. Know what it is.
- Don't badmouth upper management to your team. It won't score points with either side.
- Shield your employees from unnecessary hassles from the outside.
- Make sure that your employees eat or rest before you do.
- Learn how to walk into a room and sense the morale of the occupants.
- Ignore trivial infractions unless they are linked to a major one and never ignore a major one.
- Act promptly to squelch factions.
- Avoid sarcasm. It will gain you little and may cost you much.
- Strive to build a workplace in which trust is the centerpiece. This requires both integrity and competence because without either then trust cannot be given.
- Evaluate all of your actions to determine whether they are merely superficial or are capable of making a real achievement.
- Give a sense of urgency to important tasks. If you don't convey it, where will it be found?
- It is nice to have both but, given the choice, pay less attention to form than to substance.
- Treat everyone with courtesy.
- Never permit turf concerns to overwhelm the concern for the mission.
- Don't tolerate bigots, bullies, and jerks.
- Lead by example. Always.
Commentary by management consultant Michael Wade on Leadership, Ethics, Management, and Life
Sunday, July 22, 2007
21 Things New Supervisors Should Do
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what new supervisors should know
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