So you’re a director? Maybe a leader? Manager, boss, whatever term you’d like to use, I’ll call you all supervisors for the purposes of this article. Now, you hired the best people for the jobs you needed completed, right? If not, shame on you. If the answer to that question was “no”, perhaps you have no place in the supervisory role you’re in. Likely, you answered yes. Either because you believe you did or you actually did. Great. So what’s next?
It’s funny. We (hopefully) hire the people we think are best for the jobs we need accomplished. Then, once hired, some managers micromanage the hell out of them. Or don’t give them direction. Or don’t lead them. Or don’t communicate effectively. And then they blame the new employee for not being apt, or a self-starter, or more. It’s a dangerous cycle that could all be circumvented with good management.
You hired the people on your team for a reason. You keep the people on your team for a reason.
It is a supervisors job to make sure that team is effective, efficient, diligent, and any other word that describes success.
Got a member of your team who is just not getting it done? Provide corrective action, provide adequate feedback, wholly give it an effort, and then terminate the employee if it doesn’t work out. Don’t drag it out because you’re nervous. If we take the right steps along the way, we won’t have to worry about something getting out of control.
Evaluations are important. Evaluations provide positive reinforcement for the things a person does well, along with areas in which an employee can improve. In some form, complete an evaluation. It might be a very formal process or a fairly informal process, but it’s still a chance to give and receive feedback from your employees.
Nobody expects a perfect manager, but most will expect a proficient manager. At the very least, be a manager who pulls their weight before demanding it of others.