Source | www.industryweek.com | Jay Richards Jasmit Kaur | Joseph Mroz
Managing people takes an entirely different skill set than running a machine. Companies need to be clear about what they expect from supervisors and give them the tools to get there.
Too often, companies promote great individual contributors to supervisory roles because of outstanding job performance, skills, or tenure with the organization. These high-performers-turned-supervisors are likely not assessed for their people management skills, and related resources for onboarding, training, and developing them into good supervisors are lacking. After all, if the person was great at their production job, then, as the expert, they should be great at managing other people doing the same job, right?
Wrong. Managing people takes an entirely different skill set than running a machine. Companies need to provide clarity to their employees on “what makes a good supervisor.”
In this article, we share a case study that illustrates the challenges following the promotion of a high-performing employee into a supervisory role with a lack of clear expectations and support to set them up for success in people management.
The data in this article come from the Denison Leadership Development Survey, a 360-style survey that has been used with more than 15,000 leaders. The 5 leadership qualities come from the survey data using text analytics of data from 400+ front-line leaders at more than 25 manufacturing companies.
