Even as supervisors, we start to believe it’s probably just a scare tactic to get employees to work harder. So we tune out the implications when our employees need us to lead.
Look reality in the eye
No one wants to be caught at work with their proverbial pants down. That means, as supervisors, we need to pay attention to what management is saying.
As the supervisor, you’re the one expected to communicate what’s going on to your employees. You’re the messenger and sometimes the message isn’t very palatable, even to you.
Even if your employees act skeptical, push back, or become dismissive, communicating what you can (some things may be proprietary) is a must.
As a supervisor, your job is to get and keep the attention of your employees. You need to make sure they understand the realities of the marketplace and how they might be affected.
You are their teacher and guide to their future success. So when they are at risk, you need to focus them on ways they can influence their future.
Some work groups become particularly vulnerable when a business is feeling the financial squeeze—human resources, marketing, IT, customer service, finance—because some of their services can be subcontracted.
These employees often feel the need to justify their cost-benefit to the company. Their tendency is to become defensive rather than to take the offense.
Smart supervisors refocus their employees what their collective value to the company can/will be going forward. They help them self-assess and then reinvent themselves with their eyes wide open.
Promote inquiry and vigilance.
Here are ten questions every supervisor should work through routinely with his/her employees to wake up awareness and excite new ideas as part of planning and goal setting, no matter what conditions the company faces.
In a working session or as part of routinely scheduled meetings, resolve each question through open discussion:
1. What business are we in? For example, is it…
- Delivering training programs or promoting more effective performance?
- Trouble-shooting software or building a tech savvy workforce?
- Answering customer questions or building a loyal customer following?
2. If our work group no longer existed, who would notice or care?
Employees in other work groups, customers, regulators, suppliers, no one
3. How are we perceived within and outside the company? What’s our brand? Are we…
- Sought-after specialists or just an after-thought
- Customer-oriented or internally focused
- Innovative leaders or status quo protectors
4. Whose support do we need?
Executive leadership, other department managers, internal clients, key customers, regulators, media, each other
5. How do we expand our influence?
Increased visibility, relationship building, collaborative activities, high quality work
6. What do we need to do better?
Improve skills, output, processes, communication, trustworthiness, service
7. What’s at stake if we don’t retool/reposition ourselves?
Dissolution, downsizing, absorption into another department, loss of funding and/or influence
8. How much time do we have to get it together?
A year, six months, a quarter, asap!
9. What do we need to do now?
Answer our unanswered questions, gather more data, generate more ideas, build a plan, distribute assignments, engage others, implement actions, debrief results, continue to improve
10. Who’s accountable for what? Make assignments.
You as supervisor, individual employee team members—everyone has a part to play
Work together—as a team!
It’s been documented frequently, through workplace studies, that most employees trust what their immediate supervisors say over anyone else in the company. So what and how you tell them make a big difference.
The more successful you are showing your employees how conditions in the company are likely to impact them, the more engaged and willing they’ll be to follow your lead. Do this and you’ll see resistance decline and teamwork increase.
Try asking your employees these ten questions. You’ll be amazed at what you hear.
Photo from Minarae via Flickr