When I first started facilitating workshops, I would script them. In addition to all the preparation of research, slides, handouts and activities, I would write out the entire session, word for word and then practice word for word for hours and hours and hours. I would be both curious and I am guessing slightly horrified at how much time this would take me.
At one of these early sessions, it all came together. The timing was right, the participants were engaged, and I felt proud that I had given them so much valuable information to think about and implement. As I was gathering my things after the session, one of the participants approached me and thanked me. Much appreciated, and still riding the session high, I asked her what she found most valuable.
“I’ve honestly never thought about why I wanted to be a supervisor before. Now, I’m going to take some time to think about it.”
Initially, I was disappointed. Maybe even affronted. I had spent so much time crafting questions far deeper than this. In fact, the question had not even been part of my carefully crafted script. In a brief and rare moment of ad lib, I posed the question to the group and then got back to my carefully crafted script. I planned out what I wanted them to get out of it, and this question was not it.
In hindsight, I was able to find gratitude and perspective in her response. Although my session had carefully designed objectives, the overall purpose was for participants to walk away with something- anything- that would help them become better supervisors for their respective teams. I am grateful that this supervisor did.
Now, I ask this question in every session I facilitate, because, despite my initial judgment that it was basic and shallow, it turns out, it is one of the most important questions you can ask yourself if you are a supervisor or striving to be one- Why do you want to be a supervisor?
Most people- 60% of men and 71% of women- in fact, do not want to be. Despite this, many people find themselves in supervisory positions anyway. For any number of reasons. In most cases, it is their only hope for more money and opportunity to impact change, a lingering system that only benefits the status quo. When people who do not want to be supervisors are put into supervisory positions, they suffer, the people they lead suffer and ultimately the client suffers. A far more effective system would identify people who want to be supervisors and prepare them to fill the role successfully.
Wherever you are in your career right now (and throughout your career), it is important to ask yourself if you want to be a supervisor. If so, why? What do you hope to accomplish? What can you bring to the position? How will you ensure you do it well?
If you are already in a supervisory position and you ended up there without much thought (a situation most supervisors find themselves in), take the time to ask yourself this important question. Since you are here, what do you plan to do about it? Do you find joy and fulfillment in this part of your role? Are you committed to learning how to do it well?
Supervising is hard, even if you love doing it, and it will be even more difficult if you do not. The challenges, the managing of relationships, the time and the energy are all a huge investment. If you do not enjoy it or care about doing it well, you will only grow increasingly dissatisfied. Further, if you are not an effective supervisor, you will lose staff because of it. This will entail more time and energy as you navigate that revolving turnover door.
So do yourself and your team a favor. Ask yourself why you want to be a supervisor. If you realize that you do not, talk with your own supervisor about options to meet your professional goals without this part of your role. If you realize you do want to be a supervisor, commit to doing the job well. You owe it to the staff you lead, and you owe it to yourself to do work you enjoy doing and doing it well.
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