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As a new supervisor, understanding the business, prioritizing one-on-one check-ins, setting the example, and embracing delegation are essential. Finding a mentor, being consistent, and recognizing changed relationships are key for success. Avoid pitfalls like trying to be a "cool boss" or a "mean boss" and focus on empowering your team while maintaining a balance of support and high standards.
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MDK 200 Leadership for New Supervisors
Believe in yourself and you are halfway there! - Theodore Roosevelt -
8 Tips for New Supervisors 1. Understand the Business 2. Prioritize your one-on-one check-ins 3. Stay in the trenches 4. YOU are the example 5. Understand the importance of delegation 6. Find a mentor 7. Be consistent 8. Know that your relationships have changed
Understand the Business Understand the Business Be prepared to address questions from your direct reports that take into account the broader landscape of the company. From strategy to culture and HR issues, you need to know what is happening across the business. Realize that you are the Company’s representative to your direct reports.
Prioritize Your One Prioritize Your One- -On On- -One One C Check heck- -ins ins Individual time with your direct reports is critical towards their success and overall career development. It is during this time that you need to keep an honest watch on priorities, metrics, and any questions that might be on their mind.
Stay In the Trenches Stay In the Trenches You have been appointed as a Supervisor because of your license and your education. This was hard work, but it does not mean that you don’t have to do the “dirty work”. It is an endearing quality that your crew will respect when you are willing to do any job at any time to help them move forward. Don’t ask your personnel to do any job you yourself are not willing to do!
YOU Are the Example YOU Are the Example Through good time and bad, you are who your crew is going to look to when they need inspiration or an example of how to act. You are now the example that others need to follow. The values you demonstrate, the way you handle adversity and ambiguity and the way you persevere through the biggest challenges, is now considered the measuring stick for how others will act and behave.
Understand the Importance of Understand the Importance of Delegation Delegation Early in your career you are going to want to be involved in everything your crew is working on. The challenge is that you cannot be everywhere at once. You must be able to create an environment were you can rely on others to help complete projects. You still need to be informed, but you will need to let others take the lead. You can delegate your authority but not your responsibility!
Find a Mentor Find a Mentor Find a mentor that you can go to when you have questions or need support. Try to pick someone who has excelled at being the type of manager you want to be.
Be Consistent Be Consistent If you flip-flop on decisions or how you make decisions, your crew will start to lose trust in your ability to lead. They will question is you are making formed judgements, leading with emotion or worse – that you are unprepared to handle your responsibilities.
Know That Relationships Have Know That Relationships Have Changed Changed You will find yourself managing people that were once your peers, that you have personal relationship with, or are your only “age peer”. When you become a manager the relationship changes, and you need to be open and honest about that. You are now their supervisor and you will need to wear that cap when you are onboard the vessel. You can never allow yourself to have personal relationships that cloud business decisions. DO NOT Compromise yourself by socializing with your crew!
The leader works in the open, and the boss in covert. The leader leads, and the boss drives. - Theodore Roosevelt
Things to Avoid As A New Manager • Trying to be the “Cool Boss” • Trying to be the “Mean Boss” • Micro-Managing • Playing the Hero • Not Establishing Crystal Clear Objectives • Saying “I” Instead of “We” • Not Empowering Your Direct Reports • Getting Too High and Too Low Emotionally
Things to Avoid As A New Manager • Taking Credit for Yourself • Making Excuses for People • Confuse “Fairness” with “Equality” • Not Learning for your Crew
Trying to be the “Cool Boss” Trying to be the “Cool Boss” Your number one job is to have your crew’s back and set them up for success. You want to provide guidance and support for your team so that they can grow as professionals and hit their goals. In order to do that, you sometimes have to hold your team to a high standard, and being “the cool boss” usually undermines that.
Trying to be the “Mean Boss” Trying to be the “Mean Boss” New Officers are squeezed from both sides. There is pressure from direct reports to be strong leader, and there is pressure from the Captain to demonstrate you can provide results. It is the later that keep new officers up at night. Eager to notch some wins, they push their people harder than they should. Instead of serving and supporting there crew, they end up making their lives miserable. The key is to take the long view. Success comes with growth. If you focus on being there for your crew and giving them the guidance and support they need, they will perform better – and the wins will start rolling in.
Micro Micro- -Managing Managing Micro-managing is corrosive for a number of reasons. 1. It signals lack of trust • When you step in and second-guess every decision your crew make, you’re essentially telling them that you know better than they do. 2. It’s not scalable • In order to be successful, you must be able to delegate. Otherwise you will become a bottleneck and your crew’s productively will grind to a halt.
Playing the Hero Playing the Hero • Encourage your crew to do basic problem solving. • Ask them to bring you solutions, not only problems. This will ensure by-in when you do make your decision. • Teach them which issues YOU NEED TO KNOW and SOLVE and which ones they should handle on their own.
Not Establishing Crystal Clear Not Establishing Crystal Clear Objectives Objectives First time Managers often make the mistake of setting muddy objectives. When it comes to objectives success should be black and white. It’s important to always be clear in your expectations, and to be fair and transparent with your crew in setting and adhering to these expectations with everyone.
Saying “I” Instead of “We” Saying “I” Instead of “We” This one simple shift in language goes a long way toward instilling a sense of teamwork and togetherness. Credit should always be shared. Good managers know that teat success and individual success are one in the same.
Not Empowering Your Direct Reports Not Empowering Your Direct Reports Setting clear goals is important, but first time managers often make the mistake of dictating goals rather than collaborating on them. This will give your crew a sense of ownership and helps them think critically about their role in the larger context of the business. If their priorities are misaligned, you can certainly still weigh in, but the point is to give your crew the autonomy to direct their own effort, and develop their own big-picture thinking
Getting Too High and Too Low Getting Too High and Too Low Emotionally Emotionally Your career is a marathon and not a sprint. “Losses” are inevitable, and getting down when you or your crew misses the mark will be exhausting for everyone and is not tenable. Think of your career like a baseball season. Even the best teams loose a lot (usually about 40% of the time). The 1939 Yankees are considered to be one of the greatest teams in the history of sports and they still lost 45 games (about 30%) of their season. Fall apart after every loss and you will have a very short career.
Taking Credit for Yourself Taking Credit for Yourself If you crave recognition, leadership might not be for you. Leadership is about sharing credit with your crew. A good leader will take more blame for failure and less credit for success.
Making Excuses for People Making Excuses for People As a leader you are invested in your crew’s success. Sometimes it’s tempting to make excuses for people that are underperforming, either because you trained them, or because your in denial about the extent of the problem. Relaxing your standards of conduct and performance doesn’t help anyone. If you’ve taken a hard look at the support you’ve given and the expectations and goals you’ve set, and a team member is still underperforming, it might be best to look at moving them off your team.
Confuse “Fairness” with “Equality” Confuse “Fairness” with “Equality” “Fair” does not mean “equal” when it comes to management. Your level of engagement with each member of your team should be determined by their individual commitment, effort, and performance. Your crew has a responsibility to give their best effort and make vessel and company success a priority. Your engagement with them should be proportional to their engagement.
Not Learning for your Crew Not Learning for your Crew Young Officers often make the mistake of ignoring their most important learning resource – their crew. The people you are managing know more about the ins and outs of their job than you do. Overall, they are the ones on the front lines every day, actually executing all of those high level plans and strategies. Allow yourself the humility to learn from their expertise.
The best executive is one who has sense enough to pick good people to do what he wants done, and self- restraint enough to keep from meddling with them while they do it. Theodore Roosevelt
Portions of this presentation taken from: • “17 Lessons Most First Time Managers Make the Hard Way” by Jeff Murphy • “8 Tips to Help First-Time Managers Thrive” by Craig Cincotta
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