The role of supervisor is one of the most challenging positions in the working world. Reason: Supervisors walk the fine line between losing control of the employees or losing employee motivation by being too strict with rules.
In any organization there are going to be norms or rules that people are supposed to follow. Let me illustrate my point with a specific example. Let’s look at the length of the morning and afternoon breaks. Let’s say the standard break in the organization is 20 minutes. That seems simple enough, everyone in the group is supposed to adhere to the 20 minute break.
What you will see if you actually time the break is that most employees stop work let’s say at exactly 9:30 am. They then go to the bathroom down the hall to wash up before going to the break room. They arrive at the break room at 9:40. They get their coffee or whatever and sit down to chat with friends. Since they arrived at 9:40, they take the full 20 minutes and chat till 10 am. Then they go to the bathroom again to get rid of the coffee they just drank. They loiter in the hall and get back to the workplace at roughly 10:15. So, the standard 20 minute break is now more than double the specified length. The afternoon has the same pattern.
This pattern is typical rather than the exception. The supervisor has a difficult time trying to control this situation without seeming to be an ogre. It can go uncorrected for years, costing the organization a huge penalty in productivity.
Supervisors are continually challenged by people to meet their individual and collective needs, even if it means bending some of the rules. If they let one person come to work a bit late because of a child with special needs, then other people are going to come in late with less valid reasons. First thing you know, nobody is showing up on time. Once people begin to see the supervisor is “reasonable” with exceptions to stated rules, he is on a slippery slope in terms of long term control. Trying to get out of the cycle can be vexing because if the supervisor takes a strong stand on rules, then he becomes despised, and people start finding other ways to cut corners.
Here are seven rules that can prevent the erosion of discipline while, at the same time, showing flexibility and respect for individuals.
1. Be alert to the concept of rules being there for a reason. Know the reasons and communicate them when needed.
2. Let people know what the rules are by well-timed reminders, but avoid getting anal about it.
3. Allow open discussion on how the rules should be applied. This has two benefits 1) it serves to remind people of the specific rules, and 2) it gives people some say and creative input into how the rules should be applied in your area.
4. Be consistent on the application of rules. Do not bend for one person and not another.
5. Allow exceptions only when there is good justification, and explain to people why you decided to bend a rule in this case.
6. Intervene early if there are abuses of the rules. Do not let bad habits continue for months before taking action. Reason: if you wait too long, when you finally do try to enforce the rules, you are subject to ridicule and over reaction.
7. Treat people like adults, and they will act more like adults.
My observation is that the best supervisors are those who really care for people enough to expect them to follow the rules and call them out when they do not. A gentle but firm hand that is applied with kindness will work in most cases. That attitude creates long term respect and trust.
Posted by trustambassador 
Several managers I know are fond of saying “we have to hold our people accountable.” I think the process of making sure people need to step up to responsibility is a good one, but it really needs to start at the top. Unfortunately, I see many top leaders failing to hold themselves accountable first.
We are all aware that interpersonal trust is precious. Trust is fragile; it is difficult to build, and easy to destroy. Most people believe it takes a very long time to build up trust with another person. There is an alternate view; if certain conditions are present when people first meet, a “seed” of trust is created upon which further trust will grow if both people continue to nurture it.
Several decades ago, the now-deceased quality guru, W. Edwards Deming came up with a list of 14 key points for leaders to take that would accomplish what he called “profound knowledge.” Point number 8 on his list was “drive out fear.” I believe this was one of the most powerful concepts on his famous list. The reason is that the absence of fear is a prerequisite for higher trust, and trust is the most important ingredient to higher organizational productivity. In this article, I will share seven tips to help drive out fear.
Every manager I have ever met, including myself, would appreciate higher morale and motivation among his or her team. After all, these two attitudes lead directly to productivity and employee satisfaction, which are pivotal in sustaining a healthy business. Many managers have a stated goal to improve morale, motivation, or both. I contend the mindset inherent in setting goals for these items shows a lack of understanding that actually will limit the achievement of both.
I believe trust between people is like a bank account. The balance is what determines the level of trust at any point in time, and it is directional. I might trust you today more than you trust me. We make deposits and withdrawals in the trust account nearly every day with the things we say and do. Usually the deposits are made in small steps that add up to a large balance over time. Unfortunately, withdrawals can be massive due to what I call “The Ratchet Effect.” All prior trust may be wiped out quickly. Nobody is happy when trust is lost.
Greg Smith wrote his scathing letter of resignation from Goldman Sachs, and it appeared as an op-ed in the New York Times on March 14th. He is out of Goldman Sachs for good, but I believe it was the firm that really got “Sach’d.”
In most organizations, when managers want to know how people are feeling, they do a QWL (Quality of Work Life) survey to find out. I there are more direct ways to identify what people are thinking. By simply discussing the need for a survey, the most insightful data is already spilled all over the table. To mop it up, you need to improve the level of trust in your organization.
Most of us have been in a situation where we have felt micromanaged. We were given something to do, but then badgered about exactly how to do it. This happens more in low trust groups, and it often creates a further degradation in trust. We usually fault the manager for this problem because he or she is the one barking out the minute and detailed orders on how to do the job.
I am a big believer in 360 Degree assessments for leaders. Reason: the tool is one of the best ways to reveal to a leader what other people think of him or her. If administered correctly, the evaluation can be insightful and form the basis of a well-focused development plan.
