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| Protecting Supervisor Credibility | September 16, 2009, 11:49 pm | visits: 61 | wordcount: 500
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By Ryan Scholz
Employee loyalty depends primarily on the relationship between the employee and his or her immediate supervisor. While the supervisor's skills and attitudes play an important role is establishing credibility with subordinates, management practices can also have a significant impact.
Over the years, I have personally coached hundreds of first-level managers and supervisors on using relationships to improve employee performance.
Here are some management practices that will help your supervisors develop positive relationships with their subordinates:
1. Ensure that supervisors are the primary conduits of information to and from their employees.
Upper levels of management should ensure that supervisors are directly informed of any policy changes and important issues that affect their subordinates and be the ones to communicate those messages to their employees. One of the biggest complaints I hear from first level supervisors is that their people seem to know important information before they do. Expect supervisors to deliver information accurately and positively to subordinates.
I also hear complaints from managers that they wish their supervisors would be more "management minded". First level supervisors should be considered a key art of the management team of any organization and have the opportunity to participate in management activities and discussions.
2. Avoid forcing a supervisor to confront a performance issue he or she did not witness.
For example, a supervisor who has taken over a new crew should not be asked to write up an employee for attendance issues that occurred under the previous supervisor. This action would undermine the supervisor's credibility with a new crew and create a tenuous work environment for all. The higher level manager should step in and do this.
Similarly, management should always correct employee behavior when it occurs, rather than inform the supervisor and forcing him or her to deal with secondhand information. The supervisor should definitely be kept informed of situations that were corrected by a higher level manager.
3. Encourage employees to resolve issues with their direct supervisors.
While an open door policy is an essential element of a good human relations practice, it can also entice employees to circumvent conversations with their immediate supervisors. Management should encourage employees to resolve any and all issues with their immediate supervisors prior to approaching upper management.
4. Exercise caution when questioning or overturning a supervisor's decision.
When it becomes necessary for managers to override or reverse decisions made by a supervisor, take care not to undermine that person's credibility. Never criticize a supervisor in front of his or her subordinates. When a supervisor's decision is reversed, make sure he or she fully understands your reasoning, and encourage supervisors to continue taking the initiative to make decisions in the future.
5. Allow supervisors flexibility in how they manage and reward their employees.
Some companies give each supervisor a small budget to use for recognition and rewards. Give your supervisors the freedom to exercise their personal management styles, managing and rewarding employees as they see fit.
By following these simple guidelines, management can protect the credibility of their first-level managers, improve its internal image company and develop a more committed work force.
Ryan Scholz works with leaders whose success is dependent on getting commitment and high performance from others. He is author of Turning Potential into Action: Eight Principles for Creating a Highly Engaged Work Place. For more information, visit his web site at www.lead-strat-assoc.com.
Source:www.isnare.com | |
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