The best lathe operator or salesperson seldom makes for the best supervisor in the lathing department or in the sales organization.
Supervisory effectiveness is not an inherent trait that naturally follows from technical skill or competence. Supervisory effectiveness requires a behavioral shift and a bias toward a systematic approach toward the effective and optimal utilization of human, material, and capital resources.
Supervisory effectiveness requires the ability to make assignments linked to three key mutually aligned features:
- expected performance outcomes
- the capacity to deliver on-schedule, on-budget, and to the expected level of quality
- motivational drivers or triggers.
Supervisory effectiveness also requires the ability to give help, direction, and coaching to others and, the ability to use strategic and tactical communications to create an environment where problem and variance identification drive root-cause and corrective action.This will bring about continuously improved problem-solving, barrier resolution, and action steps leading to the increased attainment of individual goals and expectations and the sustainable, predictable outcomes and mission success expected by the organization’s stakeholders.