Any good advice for being a kick ass supervisor?

[southlandshari]

I'm starting a new position tomorrow as the executive director of a local nonprofit organization. The organization isn't new to me (I was regional director for several years for the same group), and neither is being a supervisor. It's just been a while on both counts.

I'd love to get some words of wisdom anyone wants to offer tonight, especially thoughts on what makes a truly great boss (from either a supervisor or employee perspective).

Thanks in advance for your pearls!

:hi:

[Paul Dlugokencky]

1. One suggestion: Be a good listener

Having been both employee and supervisor, I'd rank listening up there. Listen to both the folks you are supervising as well as your peers and anyone you might "answer" to.



http://www.cafepress.com/kickindemocrats

[napi21]

2. A lot depends on the culture of the organization.

I've been employee, supervisor, and director in several different companies, and I found I had to behave a bit differently in each one.

Even as Executive Director, I suspect you still have superiors. What are they like? How do they treat people?

[southlandshari]

8. Only superiors are the volunteer board of directors

Good board, relatively speaking, but very dependent on the ED for leadership and guidance. I have the feeling that most, if asked by me for advice on how to handle something, would kick it right back in my direction, "I don't know, what do YOU think?".

[napi21]

19. One good thing is that there are no aparent dictators there.

They seem like they'd give you a free hand and that's good.

I would tell you to always be honest with your employees, and tell them both when they do good and bad, though don't overdo the good part, or no compliment will mean anything. When employees feel respected and appreciated, they are happy to do what you ask. If you get in a real crunch situation, help out yourself, if you possibly can. People respect you when they believe you don't think you are too good to get you own hands dirty.

If you have a problem employee, don't just ignore him/her and hope things will get better...they won't! Advise, councel, warn, and terminate if you have to. Problems ten to spread and cause other employees to resent not only their job, but the boss too.

Good Luck with the new position. Keep us posted on how it works out.

[southlandshari]

40. Thanks again for the great advice

and especially for the interest in hearing about how things go. That means a lot!

:pals:

[maveric]

3. Praise in public, Criticize in private.

Listen. Dont belittle or look down to people. Dont be a power-hungry tyrant. Stick up for your people.

[MidwestMomma]

13. Those are all really good

Sticking up for your people is so important. Nothing sucks more than a boss willing to sell their people down the river to make themselves look good.

[Parrcrow]

4. Walk around like you own the damn place...

...but smile. Keep your head while those about you are losing their's.

[southlandshari]

20. I like this as a mantra

I suspect we may not make it through the first month or two with the whole staff intact. The outgoing ED himself is telling me who he'd get rid of (and I'm thinking, "well, why DIDN'T you?!), and based on my limited exposure to the staff so far, I'm guessing there will have to be some changes, whether initiated by me or by the staff members themselves.

I'm going in with an open mind and friendly approach, but don't want to drop my guard or let anyone be confused as to who is in charge at the outset.

[graywarrior]

5. I just left a non-profit supervisory job.

Non-profits are basically dysfunctional. Be aware that everyone takes on the role they played in the families growing up.

You will be forced to take sides: us against them. Don't take the managment seriously, treat your co-workers with respect and be a nice person. No need to act uppity. Be fair.

[NMDemDist2]

6. this really helped my supervisory skills and the "leadership" one too

http://images.amazon.com/images/P/0764517716.01._PIdp-schmooS,TopRight,7,-26_PE32_SCMZZZZZZZ_.jpg

http://www.amazon.com/exec/obidos/tg/detail/-/0764517716/qid=1117585931/sr=8-3/ref=sr_8_xs_ap_i3_xgl14/102-7271459-1553733?v=glance&s=books&n=507846

[southlandshari]

30. Oh, AzDem....

...you really shouldn't give me an opening like that book title...

:evilgrin:

[NMDemDist2]

39. all kidding aside, it was a very good book

and I need all the help I can get..........

[southlandshari]

41. All kidding aside...

:yourock:

[Misunderestimator]

7. Confidence...but at first, make sure to not come on too strong.

Most importantly, always protect the people under you... Always stand up for them, and don't expose them to blame from others...always deal with problems internally. Respect, respect, respect those you manage, and they will return it.

[southlandshari]

10. This is exactly the approach I've been planning to take

So having it reinforced here by you and others is really helpful!

[hfojvt]

24. what happens if I suspect, suspect, suspect the people I manage?

the guy I manage is polishing the brass, and has an hour left to work. Everything else is done. I suggest that he clean the gym windows and also the basement mop bucket (because I cleaned the other three in the building).
So I go back upstairs and work up there. He comes up when it is time for him to go home, to say that he is leaving. Soon after that I take some trash out and hear/see him in a nearby parking lot talking with some friends. I think nothing of that.
Except that later I cannot help noticing that a) he has not finished polishing the brass, b) he did not clean the gym windows, and c) he did not clean the bucket. I strongly suspect that he spent the hour hanging out with his friends in that back parking lot. In any case, his work performance hardly inspires respect. I cannot respect a shirker, and do not really care if he does not respect me. I should seek the respect of a bozo? Is he only a bozo, because of my lack of respect for his shirking abilities?
I am not sure if I am any worse at managing than any of the managers I have had, but I really do not like managing.

[Misunderestimator]

25. Of course there will be times that all the internal work you do with

someone will have no effect. That's when the job is tough, and when you have to decide if you want to keep someone who is not doing his job, or tell him the find another. (Assuming that you have already confronted him about his bad performance.)

Sounds to me as if this person should be fired if he is indeed hanging out for hours while he should be working. Have you actually talked to him about his bad performance? That's pretty fundamental.

[bertha katzenengel]

9. employee's perspective

Trust your employees' intuition.

Trust your employees.

Support them if someone else seems to need to smack them down. Take the blame yourself if feasible.

You've got a great start in asking for advice. Congratulations on your new position!

[MidwestMomma]

11. Always remember you're employees birthdays

Even if it's just a card and a candy bar.

Bring donuts or bagels on unexpected days.

Never accuse an employee of something based on what another employee tells you. If it seems like a legitimate complaint, start paying attention to the person/situation to see if the facts bear out the tale before taking any action. In other words, never give instant gratification to snitches. :)

Be willing to listen to new ideas, even if you think that there's no possible way anyone could improve on the way things are being done. Sometimes an idea about something that can't be changed will spark an idea for a totally different process.

Treat your employess like adults even when they act like children. Eventually they'll realize their childish tantrums don't rate your attention and start acting like adults themselves.

Oh, and don't forget the donuts. :)

[southlandshari]

14. When in doubt, bring donuts. Got it!

The rest of your advice is great, too. Thanks!

[Lady President]

12. Be Fair

I don't mind having a tough manager as long as they treat everyone equally.

Today at my job: There are six of us on our team. The manager and the three members with children all left between an hour and two hours early because of family issues, kid's illnesses, and a baseball game. The three of us without kids are told constantly how much easier it is for us to stay late. ARG. (I'm looking for a new job.)

[southlandshari]

15. Excellent advice.

My staff is split evenly between those with young children (I fall into this category) and those with no children or grown children long gone from the nest.

This is my first supervisory position since having my daughter, so this is something I might not have been as sensitive to without a reminder!

[Rabrrrrrr]

21. Oh, yeah - that's total fuckin' crap

I can live with the child-having getting out of work early to go to a play or a thingamabob or take the kid to the doctor or go retrieve a sick kid from school.

But for God's sake, the "hey, the single/child-free person can work the overtime/holiday" bullshit is BULLSHIT. THey assume that the single people "having nothing to do" and "they have no family to take care of".

Yeah, well, fuck you Jack.

In fact, the child-owning should be asked to work MORE of the overtime and holidays for the simple reason that they've also gotten off a shitload of other hours to take care of their kids. The child-free should be able to say "Look, Jack, your child-owning buddy Shlomo over there took off 2 hours on Monday to pick up his kids when his sitter got sick, 3 hours on Tuesday for a baseball game, 2 hours Thursday for a kiddie doctor appointment, and 2 hours Friday when the morning babysitter didn't show up. Make HIM work the fuckin' holiday."

[NewJeffCT]

50. I don't think you can treat everybody equally

While it may be nice in theory, some employees are higher maintenance than others: Dick may need a lot of guidance & hands on supervision or he tends to drift, while Jane can work pretty independently most of the time. It's not that Dick is a bad employee, he just needs more attention.

You just have to make sure you don't forget about the Janes while taking a more hands-on role with the Dicks.

[Name removed]

57. Deleted message

Message removed by moderator. Click here to review the message board rules.

[Rabrrrrrr]

16. Treat your sublings like children, since they wouldn't be a subling

if they didn't have your incredible skills and machismo. Talk about your sports cars or other expensive things constantly to them, to motivate them to do better and be like you.

Expect them to work extra hours, but make sure they know that you are committed to a 40 week for yourself, to motivate them to be more like you.

More than likely, they are stealing you blind - treat them also like criminals.

And they're dumber than you, so dumb everything down, treat them like idiots, since they are.

In fact, treat them like idiotic thieving little children, because that's how they're gonna act.

You can't really manage people as fucked up and dysfunctional as those idiots, especially the kind of dysfunctional idiots that are willing to work at non-profits. You're best bet is to make sure that each of them quits within six months, so that you can rehire, and at least have fucked up dysfunctional thieving child idiots that YOU have hand selected.

Make them clock out for bathroom breaks. That's part of stealing you blind of the company's time. And for a non-profit, this is especially critical. The blue haired ladies donating money don't want it wasted on bathroom time - they donated to a cause they believe in, not to the cause of letting dysfunctional thieving idiot children pee on their hands for 12 minutes at a stretch.

Keep your employees on their toes by never letting them be able to tell if you are in a good mood or a pissy mood - never let them know until you explode in rage. Follow your rage with an offer of taking one of them out of a drink. Switch between soft and loving and rage-filled and violently verbally abusive every few hours, even minutes. If you don't, they'll begin to read you, and will be able to steal you blind.

Give all your employee reviews in public, or at least the criticisms, so that everyone knows where everyone else stands. Make sure to point out your favorites often to others. Allow your favorites to get away with stuff that you verbally abuse others and dock their pay for doing. This is the highest level of management because it will inspire others to do what you want them to do, since they see the advantages to it. But, you can only have one or two favorites, so if someone else does manage to move up into your favorite category, you have to drop one of your others. That drop should be VERY public and open, because that will motivate others.

:sarcasm:

Truth is, though, I know people who manage like this, because they're such fucking unadulterated loser feces-licking assholes.

[southlandshari]

17. Hey, buddy...

Slap a sarcasm tag on that thing or I'm hitting alert!

:rofl:

[IChing]

18. Goethe taught

"treat a man as he is and he will remain as he is.
Treat a man as he can and should be and he will become
as he can and should be"

also from someone I forget who.
seek first to understand
then to be understood.

Seek first to understand involves a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand; they list with the intent to reply. They 're either speaking or preparing to speak. They're filtering everything through their own paradigms, reading their autobiography into other people' lives.

[Redstone]

22. People have told you to listen, and they're right...

and the other thing you need to do is to talk. Tell your staff everything that reflects on the job they're doing.

I used to be the marketing manager / general manager of an electronics company. It's been fifteen years since I left that job, and every time I visit the place, people fall all over themselves to say hello to me.

Why? Talking to them. For example, once a year, I went to Dallas to negotiate a yearly contract with our largest customer. Every year, the first thing I did when I came back was to go out on the shop floor and have a meeting with not only the production supervisors, but also ALL of the assemblers--the people who actually built the parts that fulfilled the contract.

I told them exactly how the negotiations had gone, and the dollar value of the contract, and reminded them that the increase in the value of the contract over last year's contract was because THEY had done such a good job building the parts right, and on time. Not because of my negotiating skills.

Let them know you understand that their work is important. And believe it yourself.

Redstone

[achtung_circus]

23. I concur with graywarrior.

Non-profits are death.

Remember that there is a divide between the front line staff who actually DO whatever it is this non-profit does, and the people who believe that fundraising, or public relations or HR or whatever gives them a job is the reason for that non-profit's existence.

Generally, the frontline staff have a better understanding- support them, because no one else does.

OK I've got issues.

Involve yourself in the frontline stuff.
Cut them some slack.
Derail the chickenshit that makes their job harder.


Beware of the politics.

Do you use the Carver governance model?
It makes dealing with the board a lot simpler.

[southlandshari]

27. I am familiar with the Carver model

I've talked about it as a trainer - this will be my first chance to try to implement it in a local organization.

I know exactly where some of you are coming from RE: nonprofits. I've been working with them almost 20 years. They'll drive you nuts, but something about mission gets under my skin, and just won't let go, so here I am!

[radwriter0555]

26. Don't be TOO nice. Be firm, but LISTEN, be considerate. TREAT PEOPLE HOW

YOU WANT TO BE TREATED.

But don't be a push-over or a yes man.

THINK before you answer and speak.

And cover your ass. Get it all in writing.

[southlandshari]

42. Short, sweet and sound

I agree completely with all the points you've made!

:pals:

[southlandshari]

28. Thanks to everyone who has responded!

I'd love to hear more from others so inclined. I wish I could respond to everyone individually!

Keep it coming!

:hi:

[IChing]

31. "I wish I could respond to everyone individually!"

Well,
that would have been a good start to a good behavior at your new job.
good luck.

[southlandshari]

32. Since I start tomorrow

there's still time for me to start with this very message.

I believe that the vast majority of my job as ED will be to manage and support the people and volunteers working for the organization - if I make sure they have the tools and training they need to be successful in their jobs, there won't be much left for me to do. I don't mean to minimize the importance of this - most people miss this essential truth about being a good manager, IMHO. Pay attention to your people, every one of them, figure out what makes them tick, keep them happy and the rest will follow.

[IChing]

34. You missed my irony

but you got a good attitude.



seek first to understand
then to be understood.

[warrens]

29. Don't do their work for them

It's not helping either of you. Trust them to do it themselves. That was one mistake I made as an editor; I rewrote everything and pretty soon the magazine had one note to it. I learned.

[autorank]

33. Take your time. What you see at first may not be reality.

Just take a look at the organization, people, and work habits for a few weeks and, as suggested, keep an open mind. Then you can start forming valid opinions of the organization and the employees. Watch for those who immediately try to befriend you, they may not be that reliable. See who the real workers are and who is less than committed. Oh, and get to know the finance person. This is very important since even small organizations can obligate or spend beyond their means. Check the budget out year to date to make sure that there is enough to cover obligations. You need to be the only person signing for expenditures. Petty cash is always a concern in small organizations. It's petty but may need some attention. Don't socialize with your employees other than lunch. This is difficult since many meet friends at work but "the boss" is different, i.e., you.

Oh, and remember that they're luck to have you!!!

:hi:

[southlandshari]

35. Can you PM me with this advice every day for the next month?

One of my flaws is that I am probably too trusting and open with new people; I find it tough to keep my guard up even a little, and this can lead to accepting things as truth before the full context or history can be learned.

[RevCheesehead]

37. I have a slightly different perspective.

Whenever I go to a new church position, I try to get to know the people. I learn the history of the place, who the former pastors were, what people liked/didn't like, etc... The first several months are a fact-finding mission, where I learn as much as I can about the people. I try to learn their collective story.

Don't make a whole lot of changes all at once. People resist change, so if you do change something, be sure to explain why you are doing so. Also, tell them you are open to feedback on those changes.

Be wary of those who want to tell you how things "should" be done, or who can tell you "the inside story." Go ahead and listen, but realize that you are getting only their perspective. They may have an axe to grind, or they might just be highly observant.

Document problems as soon as they happen, and keep notes at home.

Confidentiality is essential. People need to trust you.

Go out of your way to thank people. Volunteers, especially, need to know how important their work is.

Trust your inner voice, and remain humble.

Above all, believe in yourself, and those who hired you.

Good luck, Shari! They are fortunate to have you with them. :hug:

[southlandshari]

38. And I am fortunate enough

to have this very insightful advice from you and so many other DUers. I am so glad I decided to post this thread.

Again, again, again, thanks to everyone who has taken the time to give me such great advice. I'm going to print this out and keep it in my day planner for quick reference.

I can't be the only one who will benefit from this, so keep the good stuff coming.

:applause:

[Old_Fart]

36. Make sure your employees get a break and a lunch

Treat them like you would want to be treated and they will be good to you. Good luck on your new job.

[VOX]

43. Be an advocate for your employees, and don't make them reinvent the wheel.

Meet with each of your employees once a week at a set time, without fail -- cover the work but have pleasant conversations, also. Connect. Listen to them, especially if any have been there awhile and have valuable experience. Treat them fairly and as a team, and value their individual differences as strengths. Let them know that you're not in this for yourself, and that you consider yourself one of them, but in the unique position of being an advocate for them. Be fair and never arbitrary, and act as a buffer for them against some of the institutional bullshit. Show that you have a life outside the office, and that you appreciate that they do, too. If they need flexibility with their office hours, and if it's in your power to grant it, do so -- it's an insanely complicated world these days. You will earn their respect, and all else will follow.

Congratulations, and best of luck! :toast:

[southlandshari]

44. Great advice - thanks!

Wow - I had hoped for some good comments, but am thrilled with the quality and quantity of guidance I've gotten in just around 12 hours!

Well, I'm off to the office. Thanks for everything, guys!

[ScreamingMeemie]

45. My father, who is loved and adored by his employees, always tells

them to move on after they have a "discussion" that is related to that particular employee's performance. i.e. lack of performance, or mistakes. He always wipes the board clean, doesn't hold the grudge and shows his respect. He also NEVER eats anything an employee makes, purchases or otherwise for him.

Good luck!!

[LaurenG]

46. Never ask someone to do something that you wouldn't do

If someone isn't pulling their weight, always help them to do their job rather than attack. I start working with the employee and help to figure out the problem. I have found that nearly always they just needed some training. They didn't know how to complete the job and were too afraid to look stupid by asking.

Treat employees as someone you care about I have found that people really want to do well and be accepted. They will go out of their way to do a good job when they know you care about them.

[nytemare]

47. Take your people to lunch every so often

:)

[jmm]

48. Be the supervisor you always wanted and you should be great

I always hated supervisors who spent more time barking orders than working so when I became a supervisor I promised myself that I would never expect my staff to work harder than me. A big pet peeve of mine is when a smoker is given permission to take five five minute smoking breaks and a half an hour lunch, while I only got half an hour lunch. I don't smoke but if they got an extra 25 minutes to slack off I wanted it to. I always try my best to make accommodations for my staff. For example I'll give two 15 minute or three ten minute breaks to staff if they want but none of my staff get preferential treatment. I tell all my staff if I wanted to get paid to make friends I'd be a club promoter. You are going to have to make unpopular decisions but just learn from the mistakes and good things about your past supervisors and you'll be fine.

[In_The_Wind]

49. I never ask someone to do anything that I wasn't willing to do

I was taught that you're only as good as you're weakest link, so I trained a crew of 14 people to pull together. I opened and managed an ice cream store in an incredibly high volume location. For years my store was always in the top ten (usually in the top three) for profit and production. A few of my younger employees left for other jobs only to return and ask for their old job back again, so I must have been doing something right.




~ words of wisdom ~ continue to be who you are now, that's why you are starting the new position. Believe in your ability to lead, others do.

Good luck! :toast:

[southlandshari]

51. Don't log onto DU your first day on a new job.

Oops.

:hi:

[In_The_Wind]

52. Oops ~

:hi:

[melv]

53. Tell your employees

what you want done. Then leave it up to them to get the job done, instead of harping over every detail.

[northzax]

54. one word: taser

don't let your underlings get uppity, sometimes you have to make an example out of one of them to keep the rest in line.

[khashka]

55. Be tough but fair

That's about it. Toughness will gain you respect, fairness will win you allies.

Khash.

[southlandshari]

56. Thanks to everyone who contributed here - I survived my first day!

And that was in no small part due to the wonderful advice and support so many of you threw my way in the last 24 hours. You were with me in spirit all day (and more directly for that 15 minutes I logged on to DU from the office - probably not advisable the first day on the job, but hell, being the boss has got to buy me SOME kind of perks, right?!)

I spent the vast majority of my first day listening, and making sure I understood what my staff members were telling me. It was the most rewarding day on the job I've had in years.

I look forward to many more. Many, many thanks again, friends, for your help. What a wonderful family I've found here!

:grouphug:

[kodi]

58. pay for your subordinates coffee and spike it with amphetamines

old third world trick.

[NMMNG]

59. I was a case manager for 4.5 years

Working in the same field in which I had done, and still do, direct care with developmentally disabled adults. What I always stressed to my employees was the following:

We (the administrative staff) may have titles, degrees and the like, but you are the employees who work with our clients day in and day out for 20, 40 or more hours a week. It is from you that we get nearly all of the information we have about the individuals we serve. You observe them in their daily activities. You collect and record the data. You report the information to us. While we perform assessments of the clients and visit with them routinely, the amount of time we spend with them does not compare to that which you do. So never let anybody discount your input because they have a title, or a degree or a big office. You know your clients and you are their best advocates.


Of course that was only my take on the matter. I'd come from 9 years of direct care experience and did not intend to forget my roots. Unfortunately not all case-managers hold the same philosophy. Since I've gone back to direct care I've discovered that my job, essentially, is not to be part of a team that discusses care plans, but to shut up and take orders--often from people who have little or no knowledge of the clients they are giving orders about.