Moving from Peer to Supervisor
Handling the Challenges of Moving Up the Corporate Ladder
In a recent survey, the number one concern of 100 new supervisors and managers promoted from within the organization was how to build a cohesive team when all individuals on the team are not in total support of the new boss. Newly appointed supervisors and managers promoted from within an organization are confronted with a unique set of challenges and problems. Some new supervisors felt so frustrated by lack of support and not knowing what to do to rectify the situation that they actually couldn’t sleep well.
Anytime a supervisor or manager is promoted from within his own work group, there is a chance that other team members might not be in total support of the new leader. Employees state various reasons why they do not provide support: 1) employee has more seniority; 2) employee feels he knows the job better; 3) employee was told by someone in the past that he would be considered as the next supervisor; 4) employee is just resentful he was passed over.
Whatever the employees’ reasons, the supervisor is left with the task of rebuilding the team and realigning the spirit of the disgruntled employees.
The following six suggestions have been helpful to newly-appointed supervisors and managers:
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Before you make any major changes in your department or team, interview all team members. Ask them what they like about the team and what they feel needs to be improved. The information gained from these interviews will help you decide what needs to be accomplished to solidify the team.
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Realign the cream of the crop. When teams struggle, the best people are the ones who are likely to leave the team. Go to the top team members and ask for their help in improving the team. You will also find it helpful to increase the team responsibilities of top team members.
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Confront problem employees. Give team members a brief time to adjust to you as the new leader. Four weeks is more than enough time. First, ask the tough employees for their support when you interview them. After the fourth week, if it becomes clear that the tough employee is not supporting you or the team, confront that specific employee. Describe to the employee the problem behaviors you have observed and let him know that those behaviors are not acceptable because they undermine you and the team.
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Admit to your employee when you do not know something or when you make a mistake. As a new supervisor, you tend to feel you should know everything. If you admit when you do not know and also show a desire or willingness to learn, you will find you have fewer people-related problems.
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Overcompensate with soft pay. Examples of hard pay are raises and promotions. Examples of soft pay are specific praise and recognition for doing one’s job well. New supervisors tend to be focused internally: “What do I need to do so I will be perceived as a good supervisor?” Since supervisors’ success will often be judged by their employees doing what they are supposed to do, you may have better results providing ample praise and recognition when your employees do something right.
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Learn new supervisory skills. Chances are that the new supervisor was promoted because he was technically sound or he had a positive attitude. To be successful in this new position, the supervisor needs to learn new skills. Attend a supervisory skills training course. Ask someone whom you respect to be your mentor coach.
If you communicate with all employees, realign the cream of the crop, confront problem employees, admit to your employees when you do not know something or you make a mistake, and learn new skills, you will find your new transition much easier.
P.S. Yes… you will even sleep better at night.
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Filed Under: Communication, Leadership, Peter's Blog on March 24th, 2010
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