Much of my work with aspiring leaders focuses on the mindset necessary for success. Leadership skills are an important component of this success, but the foundation of strong leadership is built on mindset. Without this leadership mindset, the skills become irrelevant. You may be the best delegator on the third floor but if you believe your staff is beneath you, they will not care how well you delegate. You may have perfected the components of giving effective feedback, but if you are not legitimately invested in your staff’s growth, they will not hear a word you say. Without a leadership mindset, your skills will not inspire, motivate or produce. If, on the other hand, you respect your role as a supervisor and value the contributions of your team, the skills you struggle with will be cushioned and forgiven by a staff whose investment in you will mirror your investment in them.
Supervising other people is a privilege and responsibility. With your title comes great responsibility for the growth of those you serve. In this role, you have the opportunity- the obligation- to support, advocate for, encourage, recognize and develop your team. This is your priority. This is your focus. This is your purpose. This is your motivation.
Or is it?
Too often, people become supervisors despite their desire or penchant for it. Too often, the only path to promotion includes supervising other people, and those who want to move up are left to choose between staying where they are or moving up and taking on a role they have absolutely no interest in. If the motivation is there, these people can learn the skills to become a stronger supervisor, but if they continue to lack the desire and mindset, they will never be truly successful. They will accept the role because of the higher title, opportunity and pay, but the task of managing others will become incidental, burdensome even. It will be the means to a coveted end, a cross to bear on the road to managerial success.
In other cases, people embrace their new role, but lack the support to do it well. They are excited not just for the higher pay and title but for the opportunity to work with and develop a team. They simply have no idea how to do it. Most of them will receive neither training nor guidance and will lack the time, resources and knowledge to attain it. They will want to do better but will struggle. This struggle will lead to frustration and resentment and in most cases, a reluctant neglect. Their role as supervisor, like those who have no interest, will become incidental, burdensome even. It will begin to erode their confidence and deprive them of their previous joy for work. We will have effectively crushed their desire to succeed by creating a system that is essentially designed to impede it.
Throughout my working years, I have met both kinds of supervisors. I have seen the attitude and effect of those who have no interest in supervising others and the damage this causes. These people employ a mindset of apathy and dismissal of their supervisory role, in many cases openly admitting that they’re just no good at managing and, oh well. They make no effort to improve the situation but instead, continue to harm those they supervise (or don’t supervise) for the benefit of their own career trajectory. It is selfish, intentional and persistent.
I have also heard (and shared) the angst of those who know they aren’t performing as they should but just don’t know what to do about it. This group feels unsuccessful and knows their work is suffering as a result. They are held back by lack of confidence, skill and support. They want to do better but don’t know how. With everything else they have to do, they assert that they just don’t have the time, energy or resources to do anything about it. Their intentions are good though, so that counts for something, right?
Wrong.
To both groups, I say, do something about it. Now. Today.
Your situation may not be ideal, and that is unfortunate, but it does not excuse you from the ramifications it is causing. You are where you are, and you do not have the right to keep throwing up your hands and saying, “oh well”. Because your “oh well” is hurting those you have been tasked to lead. You need to accept that responsibility and do something about it.
If you are a supervisor and you don’t want to be, I guarantee this affects your work and your team negatively. As long as you accept this and refuse to do anything about it, your work will continue to suffer. You will never achieve the results you seek with a team who knows you don’t care about leading them. You are doing a great disservice to those you manage, to your work, to your field and to yourself. Understand that not wanting to be a supervisor only means that you do not want to be a supervisor. It doesn’t mean you are not good enough or less than. Find a way to not be a supervisor or find a way to embrace your role and do it well. Give your role the respect and importance it deserves.
If you are a supervisor who wants to be better, get better. Advocate for yourself. Tell your supervisor that you need support and training. Keep advocating for yourself. If they absolutely refuse to provide any, 1) start looking for a new job and 2) take it upon yourself to find the support you need. No, it’s not right and no it’s not fair, but this is the situation you are in. There are books and free webinars and mentors who are willing to support you. Find them. Use them. Make the most of where you are while you search for a better place to be.
If you are an organization, commit to supporting your supervisors. Understand the changing landscape of leadership and the importance of coaching and supporting your employees. Recognize that an investment of time and money in stronger leadership pays off with greater staff satisfaction, productivity and retention. Invest in creating a working environment that is set up for success. Set up a system where you:
* Choose supervisors who are motivated by the position.
* Create promotion opportunities for people who are not interested in supervising others.
* Provide training and coaching either internally or through external supports (like me!)
The numbers tell us that doing otherwise does not work. That 50% of staff will leave a job at some point because of their direct supervisor. That 1 in 3 employed people is currently looking for a job. That nearly a third of new staff leave within their first year. That every staff that leaves costs anywhere from 50-400% of their annual salary. We know all of this yet we continue to operate in a way that practically guarantees it.
Instead, let’s invest in what we know works. That people will stay when they feel supported, recognized and valued. That managers do better when they are trained and coached. That supervising well is one of the most important predictors of success. We know all of this. It’s time to start doing it. Are you ready to get started?
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