When Jonathan took up his new
position as the Projects Coordinator, he was sure God had finally smiled at
him. It had been long in coming as he had witnessed staff with far less
experience and training take up better positions in the company while he
continued to mark time. Now that he had been considered for a more ‘responsible’
position, excitement made him walk over the moon.
However, one year into his
task, the persons he supervises have raised numerous complaints to the senior
management accusing him of failing them in their achievement of results. This,
they claim, has negatively affected their chances of progressing and have been
unable to develop a case for a salary increase due to their invisible results.
But what could be some of the reasons that make supervisors fail their own
teams? I sought to explore a few possibilities.
Ill
preparedness: Simple sampling of many supervisors at the
workplace today indicates that most of them have been given up positions that
expect them to supervise other staff yet with little or no preparation. It is
common practice to find institutions promote staff on day one and expect them
to be aware of what is expected of them especially with regard to people
management as supervisors. Supervision is a skill that ought to be learned.
Poor
communication: Communication is at the heart of supervision.
Facilitating a group or team to work together to deliver results requires clear
communication of the results expected and the path the team should pursue to
achieve the goals. In most cases, supervisors are directed by senior management
and the board of directors on what needs to be pursued by staff and are
expected to effectively communicate it to their teams. Depending on how the
information is communicated, the teams could either buy in or reject the
suggested strategies.
Weak
mentorship: It is expected that supervisors should serve as
mentors to the persons they supervise. As a supervisor, it is hoped that you
have skills, experience and vision to transfer to the persons you supervise to
enable them achieve their objectives. This calls for a structured strategy to
identify what capacity development issues are within your team and develop a
mechanism of supporting the supervised both individually and collectively to
achieve the goals.
Finally, poor representation of staff concerns. By default, it is expected
that supervisors should serve as representatives of the persons they supervise
especially on instances when there are challenges at the workplace. The
supervised expect their supervisors to present their concerns and interests so
that all decisions being made in the company consider their concerns. Great
supervisors seek to maintain a positive bond with their teams so that should
there be concerns, staff feel free to raise them with their supervisors. Aloof
supervisors do harm untold to the welfare of their juniors.
No comments:
Post a Comment
I highly appreciate your comment (s)...let's chat.