Supervisor Safety for Leaders Presented by: Steve Dixon

How did you get to be a supervisor? Proficient at your previous position Years of experience and training Good work record Good Attitude

Issues of a Supervisor Not one of the team anymore No formal training No support from management Inherited a mess.

Don’t try to be everyone’s friend This doesn’t mean you shouldn’t be friendly. There’s a difference. But it’s not realistic to think that you can be everyone’s friend. Especially if at some point you need to discipline an employee or deliver bad news. This is particularly true if you’ve “moved up through the ranks” and are supervising recent coworkers.   This doesn’t mean you shouldn’t be friendly. There’s a difference. But it’s not realistic to think that you can be everyone’s friend. Especially if at some point you need to discipline an employee or deliver bad news. This is particularly true if you’ve “moved up through the ranks” and are supervising recent coworkers.

Fair and equal are not the same thing. Employees want to be treated fairly. It’s possible to be fair and not give everyone the same thing. Recognition is a good example. Everyone enjoys being recognized but all people do not want to be recognized the same way. 

Ask for feedback and input. You don’t have to know everything. Often we put additional pressure on ourselves by assuming incorrectly that being a supervisor means we need to have all the answers. Being a supervisor means we should be able to find all the answers, not that all the answers are located in our heads. 

Learn how to run a good meeting Run your meetings as you would have others run the meetings that you attend. Be prepared and ensure that all the participants can be as well. Stick to a schedule. Stay on topic. Don't hold unnecessary meetings. Wrap up meetings with a clear statement of the next steps and who is to take them. . 

Find time to relax Let’s not sugar coat it – most times becoming a supervisor includes extra work. We must be able to effectively manage our workload without getting burned out. Our team relies upon us to be healthy and energetic. Otherwise, we’re a drain on the organization. 

Find someone you can trust (and vent to) about work Sometimes as a supervisor, you will have access to confidential information. And you’ll hear things that can be frustrating. Supervisors don’t always have the ability to share everything with employees. Find a place where you can talk confidentially. It could be human resources, someone at home, or a colleague. Just make sure you can trust that the source will handle the conversation appropriately. 

Take every opportunity to improve your people skills Show that you are an approachable and pleasant person to interact Actively listen to what others have to say Practice being empathetic. Take your time and communicate clearly. Recognize the validity in the positions and opinions of others. Don’t take yourself too seriously.

Learn how to say “no” comfortably Keep your response simple. If you want to say no, be firm and direct. Buy yourself some time. Consider a compromise. Separate refusal from rejection. Don't feel guilty for saying no to your employees. Be true to yourself.

Understand how you manage change Understanding the role of senders and receivers Communicating the message clearly without being redundant Differentiate between natural employee resistance and ongoing resistance Scaling the amount of management with the magnitude of change Staying flexible with a long-term vision Empowering action by receiving employee feedback Addressing individuals rather than getting hung up on the processes

Master the art of delegation Be thoughtful about what you can hand off Choose tasks that prioritize your teammates’ careers with increased responsibility Channel the time and intensity you would have devoted to the job at hand and redirect that time into educating someone else Get out of the way Persevere

Summary

Steve Dixon 701-412-6183 stedix@outlook.com