Month: February 2019

What if I told you there was a way to save up to an hour per day? Less questions about: “What was it you wanted me to do?” – “I’m not sure how to get started on that?” The constant interruptions, the desire to have an open door but you end up working longer.

I have converstaions with clients and potential clients consistently enough to tell me this is a universal issue. How to balance the desire for communication and relationship with the need to be productive and efficient? It comes down to one word: accountability. The complicating factor is the human being.

Here’s what I mean.

The main reason a leader doesn’t hold people accountable for their tasks and jobs, often just doing it themselves, is because of themselves.

“I know how much stress they’re under and I don’t want to add to it.” All about the leader.

“I feel bad about calling them out for not doing their job.” All about the leader.

“I’d rather do it myself than spend the time to explain it and hope it’s done right (code for my way).” All about the leader.

Accountability isn’t a bad word. Everyone has a space that is there responsibility. Others should not venture in to take over, instead taking are of their own space. It’s like a soccer team trusting each player to do their part, rather than one person running to wherever the ball is because they wonder “will the others do their job?”

If the player (in soccer) doesn’t do their job, a sub comes in. It’s not person, it’s about the team. Same goes for a business. It’s not personal. So don’t make it personal. Ask a question:

“What happened that this didn’t get accomplished?” It’s not personal, it’s about the task.

“What’s your next step?” is a great question for understanding if your direct report knows what they’re doing. It will save you time in the long run to take a few moments to ask and listen.

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Jeffery A. Raker, Level Up Leadership Coaching

“Helping you succeed in what you choose to pursue”

When something isn’t going well, when someone isn’t fulfilling their job to what is needed by the team, a supervisor often will inspect work more closely, observe more diligently at meetings, and critique comments more intensely. These actions will most likely be interpreted as “lack of trust.” The employee will withdrawal and the supervisor will most likely interpret that as proof of poor performance. All of this may easily lead to a lack of confidence, leading to a true poor performance scenario. It’s a vicious cycle.

The solution begins with a mirror and it continues with asking the right questions.

First the mirror. Realize that you may be at fault. Start there. “How am I contributing to this problem?”

The first step on the path to superior supervision is relationship. Do you have a positive relationship with this person? Do you know this person? Do you know their passions in life? What about friends and family? What are their hobbies? Spending the time to develop a healthy, positive relationship is the foundation of successful supervision.

Consider the image of a bus. You, as the leader, are driving the bus (at least you should be). Is everyone on the bus? Do they know which direction the bus is going? Are they in agreement? Do they know how to get on the bus?
If you make decisions too slowly, for instance, there may be people who are walking ahead of the bus, unwilling to wait.

If you make decisions too quickly, not communicating clearly in the process, there may be people who are running to catch up to the bus.
Either way, they are most certainly NOT on the bus.

How are you at fault in a difficult supervisory role?What is it that you could do differently? This is the first question.

Next Leadership Tipis about the questions for supervision.

“My job would be great if it weren’t for the people!”

It’s been said – or at least thought – by everyone I know. Perhaps it’s just me and my network, but I doubt it.

Supervision is a key component of leadership. You can’t lead well without it. Top level leaders simplify supervision for the sake of everyone. But direct reports often view supervision as “lack of trust.” There is some coaching you can do to help with that. There are also some daily practices that can help make supervision less of a chore

(1) Have a clear set of expectations or metrics. This takes supervision out of the personal realm and into the business realm where it belongs.
When people don’t meet the metrics, it’s a simple decision. There is certainly a place for quetsions – “What happened that you didn’t meet this or that?” Perhaps it was something out of the person’s control. Perhaps it was laziness. The issue will become clear when you ask the right questions.

(2) Give feedback frequently. Let your people know what you are seeing – or not seeing. This is only fair. If people have to wonder how they are doing, you are not being a good supervisor.

(3) Follow a set of known values and policies. If you expect your team and direct reports to observe certain boundaries, then you need to follow them as well. This will create uncertainty and that doesn’t not make for good business. 

(4) Create a safe place for critique and the sharing of ideas. Becoming defensive or criticizing ideas immediately creates a culture that stifles creativity. As a supervisor you want – need – creative thoughts. Allow all ideas to be expressed, without judgment.

(5) Build relationships. Supervision can only happen in a culture of trust and trust is built on relationships, knowing people. If you only meet with your people for a review, there will be no relationship to frame the necessary expectations of leadership. 

Let’s make 2019 a great year with great supervision. It takes time and energy, but the returns are worth every bit of it.