OUR FAITHFUL readers may recall our column two weeks ago on preparing for the move from rank-and-file to supervisor. We enumerated the various challenges and opportunities that the newly promoted would face. For today, we interviewed Boris Joaquin, Chief Equipping Officer of Breakthrough Leadership Management Consultancy, for his insights on the topic.
What are some challenges that a newly-promoted supervisor should prepare for?
Transitioning into a new role can be a challenge, especially if you see yourself lacking in skills and unsure of what lies ahead.
What companies have then are managers who are competent and technically skilful but who lack the confidence or are hesitant to assert their leadership in managing the people assigned to them.
Today’s young managers are likely to have a better understanding of technology and globalization than did the leaders of past decades. But their biggest challenge is the part where they lead and manage people.
How can an organization help these employees to be prepared for these challenges?
Honestly, it takes a while for even really smart young supervisors to understand that it’s people first, and strategy or results second.
People skills are gained from practice, experience and mistakes. Are you familiar with the 10-20-70 formula? A large portion of harnessing people skills is from actual experience, on-the-job training. The company must be willing to utilize a broad variety of learning and development formats from classroom training (10 percent), coaching and mentoring opportunities (20 percent) and on-the-job training (70 percent).
Firms that have installed mentoring and coaching initiatives, for example, allow their high potentials to shorten the learning curve towards being high performers.
Why is training new supervisors important? How will it affect a company’s bottom line?
Training sessions have wonderful ways to help supervisors understand what needs to be done to help them achieve their goals. They equip them with the skills they need to fulfill what is expected of them. Supervisors gain confidence and the crucial people skills that they need to supervise and motivate their team, as well as coach and build the skills their people need to succeed.
During training, we enumerate the key responsibilities in performance planning, including tools and strategies to motivate and manage individuals. These include offering effective and appropriate feedback, and good communication skills: both verbal and non-verbal messages, and listening skills. We also cover being flexible with various management and leadership styles while managing with assertiveness.
And of course, young leaders equipped with the right skills will ensure an effective, high performing team that can accomplish the company’s goals.
(The author is Executive Director of Inquirer Academy.)
The LeaderShift program is designed to help individual contributors transition to a line management role. The program is developed by Inquirer Academy and Salt & Light Ventures. The first module of LeaderShift is entitled “Leader as a People Manager” and will be on August 11-12, 2016.