From Promotion to Performance: Keys to Success for New Supervisors

Unfortunately, six out of 10 new supervisors fail within the first 24 months of being promoted into the position.  The challenge for most doesn’t involve the technical aspects of the job.  In this episode, podcast host Joe White provides insight into the soft skills required for success and those most important to anyone transitioning into a frontline leadership role.

View this episode on the AEU website.

About Joe

As Director of AEU LEAD, Joe White focuses on helping members transform operational goals into actionable plans through a structured change management process. Prior to joining AEU, Joe was a senior consultant for E.I. DuPont’s consulting division, DuPont Sustainable Solutions (DSS). He joined DSS in 2011 to develop the next generation of safety practices using extensive research in behavioral sciences he’s compiled over a period of nearly two decades. His efforts resulted in the development of The Risk Factor, which is now the flagship instructor-led offering for the consulting division. Combined, Joe has 26 years of operational safety experience, the majority of which was with DuPont. Joe has been published in Occupational Health & Safety Magazine for his prominent work in safety relative to behavioral and neurosciences and is an event speaker at many leading industry conferences including National Safety Council (NSC) Congress and Expos, American Wind Energy Association (AWEA), and National Maritime Safety Association (NMSA). Joe is a graduate of Virginia Commonwealth University and has a B.S., in Safety and Risk Administration.

Where you can find Joe

• Connect with Joe on LinkedIn

======================

Supervisor Skills: Secrets of Success is a production of AEU LEAD, a division of The American Equity Underwriters, Inc. With 60 years of combined industry experience, our supervisor training program gives mid-level managers in the maritime industry the skills needed to influence employees, customers, and peers. This increases employee engagement, reduces turnover and rework, and ultimately results in higher profits for their companies. 

Find AEU: amequity.com | Linkedin | Facebook

Transcript

Announcer:
The SoS podcast is a production of AEU Lead, an organization redefining how mid and frontline managers are developed.

Joe White:
Hello, and thank you for joining us. I'm Joe White, and this is the Supervisor Skills: Secrets of Success podcast. Today's episode is our final release in season three. The theme was chosen based on download histories and areas of expressed interest from our listeners. Our topic of discussion involves recommendations for new supervisors.

For those having been recently promoted into the role or looking to do so soon, the impression you make from the onset will be a lasting one. Starting off on the right foot is not only important, but also critical to your long-term success. I hope to share with you some thoughts today that will guide you through the transition period and most importantly help you emerge from it having earned the respect of those reporting to you. That said, let's get started.

A few years back, I was hired by a large and widely known chemical company to help identify sources of disengagement among its workforce at a location in North Texas. As part of my role, I spent quite a bit of time interacting with employees on the shop floor and in small group settings. What I found among the collective opportunities for improvement were a few pockets of excellence, both of which were very important and both of which have a direct bearing on our topic today. Numerous employees shared with me concern over a shift in policy that resulted in hiring almost exclusively for first-line supervisor roles, newly graduated engineers. While recognized as being incredibly bright, most had no prior experience in chemical manufacturing and many struggled with employee relations.

As for expressed frustrations, I had several employees relay firsthand accounts whereby they had offered process-related suggestions that were immediately dismissed as irrelevant. In several instances, operational lines were being led by highly educated supervisors that lacked the skills required to perform the job functions for the positions they had responsibility for managing. One employee shared with me that he had more years of experience in his role than his supervisor had years in life.

In sharp contrast, one supervisor among the nine I'd been hired to work with stood out based on the feedback I received: a young man that had recently transitioned into the workplace following an eight-year stint in the Army. He took a very different approach and relied on an entirely different set of skills. What he lacked in technical knowledge, he more than made up for in social and emotional intelligence.

In conversation with a supervisor, he shared with me a very humble perspective. Lacking a college degree or experience in chemical manufacturing, he knew his success hinged on the success of those reporting to him. In practice, he did everything he could to support them. And in return, they did everything they could to support him.

The lessons from this experience are important and worth considering. Education and technical knowledge are important, but they don't replace the value of experience. For new supervisors, it's important to balance these qualities as keys to success. Respect those that help you succeed and do everything possible to build rapport with them. Most importantly, involve them in problem-solving and seek input when and where you can, especially those with years of experience.

For those wanting to learn more about how to make these words of advice a reality, here are several recommendations for consideration:

1. Be humble.

A foundation of effective leadership is humility. Serve those that report to you and do everything you can to help them succeed. In the process of doing so, they'll take care of you and fill in any void you may have in knowledge or experience.


2. Be respectful.
 
Companies can provide titles and authority. They can't provide you with respect. It's something you must earn through actions and example, not words or egos. It takes time to build, but only moments to lose. With it, you can accomplish great things as a supervisor. Without it, you'll constantly struggle.


3. Be attentive.

Being attentive to your employees is a key to success at any point in your career. Actively listening, following up on requests in a timely manner, and providing for basic needs are all examples of attended behaviors. In terms of priorities, it's at the top of the list of things you should consistently demonstrate through your actions.


4. Be supportive.
 
Having the support of your employees is essential to your success. To get it, you must give it. Support is something that's felt based on what you do. Have your employees' back, give credit where it's due, and do everything within your power to help them succeed.


5. Be thankful.

Research studies consistently show employees don't often feel valued or appreciated for a job well done. Those transitioning into supervisor roles would do themselves and their employees a huge favor by simply acknowledging exceptional performance. As a rule of thumb, about 60% of the time you spend with employees should be for the purpose of getting to know them. 30% of the time should be for the purpose of recognizing things done well. The remaining 10% should be spent coaching or reinforcing expectations. While this formula isn't absolute, it does highlight the importance of positive reinforcement.

Transitioning into the role of a supervisor is a huge honor and one that carries with it a great deal of responsibility. More often than not, the attributes used to identify management potential involve technical competence and performance as an individual contributor. While these parameters are important, they unfortunately share little in common with the skills required to succeed in a supervisory role. In short, what got you there won't keep you there.

For those new to the management ranks, it's important to recognize the role of those reporting to you. Not only are they critical to achieving operational objectives, they're essential to your success as a frontline leader.

Thank you for joining us. It's my sincere hope you found benefit in our discussion today. For anyone transitioning into a management role, the first 24 months are critical. Hopefully, you'll be able to take something away from this episode that will benefit you through the process.

As for next episodes, we'll be back in January to launch our fourth season. And to all our listeners, I sincerely wish you and your families a wonderful holiday season.

Should you have any questions or need additional information regarding today's topic, just let us know. Our contact information is provided in the show notes accompanying this episode. For those that may not have reviewed or rated your experience with our show, we would greatly appreciate you doing so. That's it for now. Stay safe, and thanks for listening.