Why and how did you first become a supervisor? Was it because you majored in leadership? Was your goal to be a manager? Did you want to make a high salary? I often ask this question during my presentations, and what I discover is that most people assume a supervisory role because they want to be helpful.
A nurse does not go to nursing school because they see it as a stepping stone to management. A chef does not go to culinary school to manage food operations. I find that in most cases, people don’t set out to be leaders. Leadership comes to them.
Usually, a person’s first supervisory role comes about in the organization they are working in. Their supervisor leaves the role, and they are asked to take over. If they are hesitant, they are then asked to fulfill the role on an interim basis. After a while, the interim tag is removed, and they are the permanent leader.
It is good for people who want to be in leadership to get the “interim” opportunity. They quickly find that leadership is not the easy path. The hours are longer. The pay may be less than some of the people they supervise make (especially those who work overtime). They find out they have less flexibility, not more. So why do they continue in the leadership role? I believe it’s because they want to have a different type of impact than before.
In my presentations, I also ask attendees, After you accepted the role, how much training and skill development did you receive? You can answer this question.
If there is an underspend in most businesses, it is in investing in those in leadership roles. I am not sure why this is. It could be that the top leaders did not receive skill development and are successful and believe others will do as they have. It could be that in the past, development was not good, so the impact was not attained.
It also could be that providing leadership skill development is seen as expensive. However, it is more expensive not to provide the opportunity to develop skills. When people are willing to take on the tough but rewarding job of leadership, we need to do as much as possible to help them succeed.
A few tips:
- When someone is offered a leadership role, discuss skill building and the investment being made to make sure the person is supported in the role.
- Individualize the skill building. Each person is unique. Take time to discover how the person learns best and identify the skills most needed at the time. Do not overwhelm the person.
- Create a support group. Match them up with peer navigators (others who have gone before them). Have a more seasoned person share with them their early experiences as a new leader.
- Let your empathy show. A person in a new role will be reluctant to ask questions or share concerns and needs. Listen and be supportive. Create a safe feeling. Share your own challenges too—it helps the new leader see that you understand.
Mostly, thanks to everyone who is in a supervisory role. Frontline leaders are the key to a successful company. When we set them up to do their jobs well, we all win.
