Successful Supervisor 100 Your Leadership Legacy

November 3, 2018

The legacy left behind by a departing leader reflects the caliber of leadership. John Maxwell summed it up in “The 21 Irrefutable Laws of Leadership”:

“When all is said and done, your ability as a leader will not be judged by what you achieved personally or even what your team accomplished during your tenure. You will be judged by how well your people and your organization did after you were gone. You will be gauged according to the Law of Legacy. Your lasting value will be measured by succession.”

Pass your legacy of exceptional leadership skills to future generations by becoming a grower of other leaders. Doing this not only helps the new generation, but it also enhances the performance of your current team.

Modeling and teaching outstanding leadership skills is the most effective way to bring your organization to the pinnacle of success and keep it there. You need to make this investment, but it is a joyous one because it enhances the quality of work life for everyone. As a leader, you will have more success, more joy, more followers, and more rewards.

When leading an organization, large or small, you can’t do it all. Running the details of a business must be done through others. In large organizations, there might be thousands of others. You need an organization of trusted lieutenants to accomplish the work. To do this, you need to shift your focus from manager to teacher.

The best leaders are those who believe it is their highest calling to personally help develop the leaders who work for them. A large portion of their mindset is spent evaluating, training, and reinforcing leaders under them.

The training is not centered on classes or consultant seminars. There will be some of that, but the bulk is personal coaching and mentoring by the leader. The best leaders spend 30-50% of their time trying to enhance the caliber of leaders on their team. Why is this? When you improve the capability of leaders working for you, the whole organization is improved. You are leveraging your leadership.

In my line management role, my job title was Division Manager. I saw my function, just as I am doing in this series of articles, as “growing leaders.” I found that spending time and energy on growing leaders gave a better return than spending time inventing new HR practices or supply chain procedures. John Maxwell, in “The 21 Irrefutable Laws of Leadership,” called it the Law of Multiplication. He makes the distinction between developing followers or leaders as:

“Leaders who develop followers grow their organization only one person at a time. But leaders who develop leaders multiply their growth because for every leader they develop, they also receive all of that leader’s followers. Add ten followers to your organization and you have the power of ten people. Add ten leaders to your organization, and you have the power of the ten leaders times all the followers they influence. That’s the difference between addition and multiplication.”

Develop leaders in as many layers as you have under you. If there are three layers between you and the masses, then develop three layers of leaders. It is not enough to work on the group closest to you. They will get the most attention, simply by proximity and need for interface time. To be effective, you need to work at all leadership levels and make it a personal priority.

Jack Welch is probably the best example of this in industry. At his famous School of Leadership at Crotonville, he was personally involved in mentoring and coaching the thousands of leaders in General Electric. Jack believed that teaching was what he did for a living.

“It was easy for me to get hooked on Crotonville. I spent an extraordinary amount of my time there. I was in the Pit once or twice a month, for up to four hours at a time. Over the course of 21 years, I had a chance to connect directly with nearly 18,000 GE leaders. Going there always rejuvenated me. It was one of the favorite parts of my job.”

Do the mentoring and development yourself. Do not hire a consultant to do it. It is fine to have help for certain specific skills, but is a big mistake to let the professional trainers take over. Leadership development must be your passion, one that you take seriously enough to consume a significant part of your time. You don’t send people to a one-day seminar and expect them to come out good leaders. The combined snake oil of 100 consultants cannot transform your team into effective leaders as well as you can. Warren Bennis summed it up as follows:

“True leaders… are not made in a single weekend seminar, as many of the leadership-theory spokespeople claim. I’ve come to think of that as the microwave theory. Pop in Mr. or Mrs. Average and out pops McLeader in sixty seconds.”

Teaching must cover all aspects of leadership. Modeling the way, as well as doing formal training, is the balanced approach that pays off. I always considered leadership training a great way to engage in serious dialog with my team about things that really mattered. I would always come away with new insights. Frequently, it felt like I was receiving more than giving. It is a way to “sharpen your own saw” while you mentor others, a real win-win.

As you use this technique, keep notes on what works best and what you are learning about leadership. Keep a file and develop your own trajectory of leadership. Share this with your team and gain further insight through the dialog. Try different situations and reactions, keeping track of your success. In other words, manage your own leadership progress. You will become fascinated with this and gain much from it.

If you are a young leader, you may not feel qualified to mentor others. My advice is to start as soon as possible anyway. Since this is part of your lifelong pursuit of leadership, the sooner you begin teaching, the more you will know. Teaching is the best way to learn something. I suggest you teach what you already know and seek to learn what you need to know. Don’t come across as a know-it-all in your mentoring, especially if you are inexperienced. Rather, ask people to go on an exciting journey with you toward more effective leadership.

I hope you have enjoyed this series on “The Successful Supervisor.” I have tried to cover topics that would be helpful for incumbent or aspiring leaders at the supervisor level. I am not inclined to compress this series into a book or video series. I think it is best left to posterity as a blog series of articles that can be read and re-read and passed around to others at no cost to you. Best of luck to you on this wonderful journey called leadership.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 98 Know Your Purpose

October 21, 2018

It is essential for you to have a purpose for your work other than to put food on the table. We tend to lose sight of the meaning of life if we cannot articulate a clear purpose.

Let me clarify the difference between an individual’s purpose, values, mission and vision so you can appreciate the role that purpose plays for your life.

Purpose tells you WHY you are here

The formal definition of purpose is “something set up as an object to be obtained: intention.” Purpose represents a personal commitment for the highest calling of your being. Without a firm understanding of your purpose, your work loses relevance. The reason you get up and go to work each day is to fulfill your purpose.

It is important to be very specific and concrete with your purpose statement. Try to boil it down into the fewest number of words, so you can communicate it to others succinctly. If possible, I like to think in terms on one article (usually “To”) followed by one verb and one noun.

For my business, my purpose is “To grow leaders.” I believe that is why God put me on this earth and gave me the capabilities that I have.

Values form the FOUNDATION for everything you do

Values allow us to test the rightness of an action or thought. These important concepts about what life is supposed to be like were programmed into us long before we were able to walk and talk. Usually values come from our parents, but they are also shaped over time by other influences such as school, friends, church, experiences and other events that happen early in life.

For most of us, the set of values we obtained in our youth will remain with us the rest of our life. It is difficult to change a deep-seated value, and most people would not want to do so.

Our values form the LENS through which we view everything around us. Values are also highly culturally specific. For example, to bribe another person is not acceptable in some cultures and perfectly fine in others.

It is important to have your values clearly visible to you. Write them down and refer to them often. For best results, repeat daily.

Mission tells you WHAT you are doing now

Mission is important because you need to know exactly what you are trying to do now. It is similar to purpose, but more specific. Think about walking into your place of work and picturing exactly what you are trying to accomplish today. That is your mission. I believe that mission statements should be short and memorable. Let me share what I consider a good mission statement and then share one that is not so good.

Wegmans is a grocery chain that is based in Rochester, N.Y., where I live. Their mission is “Every day you get our best.” That makes a great mission because it tells all of the employees exactly what they are trying to accomplish on a daily basis.

Here is a mission statement that doesn’t work for me. “To establish beneficial business relationships with diverse suppliers who share our commitment to customer service, quality and competitive pricing.” The statement is so general that is gives the reader no idea what industry is involved, let alone the specific company. Actually, that is the mission statement for Denny’s. What? Where is the food?

Vision tells you WHERE you are going

The vision statement is strictly about where you are going in the future. It describes accurately the end state or objective you are working toward. A good vision pulls you in the direction you wish to go. Without a good vision there is little impetus to improve on the status quo.

Some people believe that a vision that has the possibility of not happening sometime in the future is a poor one. I disagree. Consider the early Federal Express Vision: “Absolutely positively overnight.” It is easy to see that there were some times when acts of God would prevent the company from doing this, but that did not make it a bad vision. They made a lasting organization around that compelling image.

Make sure you have these four concepts well documented for your life and your organization too. You will go much farther than you would go otherwise.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervosir 97 The Myth of Needing More People

October 13, 2018

This article will contain a philosophy that some people will reject out of hand, yet I believe it is generally true, with perhaps a handful of exceptions.

The myth starts when workers and their supervisors are convinced they are being overtaxed and need the assistance of more workers in order to get the work done. This complaint is present in the majority of organizations in which I have worked over the past 30 years.

The irony is that when you listen to supervisors and managers describe conditions for the workers, they readily admit there is a lot of lost time that could be available if conditions were changed.

My own personal estimate is that in the average organization today, companies are getting between 30-50% of the potential that is there in the current workforce. If that estimate is true, then in many organizations the output could be roughly doubled with the current workforce.

The problem is that people are working around the cultural problems and conflicts that exist in any group of people. I contrast this condition with some of the benchmark organizations I have seen where leaders have built a culture of respect and trust.

In those organizations, I believe workers freely contribute nearly 80% of what they can possibly do. That is about the maximum amount people can sustain without experiencing health problems due to burn out.

The antidote for supervisors is to not accept when people complain that they need more bodies around. Instead, seek to engage the existing workforce to a higher degree.

If you build the right kind of culture, there will be a lot less internal friction causing loss of productivity. People will enjoy a higher quality of work life as well, which will make your days (or nights) at work so much more pleasant.

Ask yourself if a better culture in your organization would make for a happier and more productive experience for all levels. Don’t be quick to buy into the notion that we need to dump more bodies into a sick system in order to get the work done. It is just not true in the vast majority of cases.

If you dump more bodies in without resolving the underlying cause of malcontent, then the problem gets worse, not better.

Instead, seek to energize the people you already have by reducing the friction or fighting between people. This action will result in better utilization of current resources and obviate the need to hire more people. Try the following techniques:

Create a common goal

Teams who have a lot of acrimony usually act that way because they lack a common goal that everyone wants. Seek to clarify your vision and paint a picture that is clear enough for all employees to grasp.

Show them how each one of them will be much better off when the vision is achieved. Remind them that they are really on the same team and not in opposing silos.

Get rid of the “we versus they” feelings and create a powerful group that think in terms of “us.” If you are not an expert at making this kind of change, then seek a consultant that can help you.

Document expected behaviors

Work with your employees to establish a set of agreed-upon behaviors that remove the vast majority of acrimony between people. Make sure everyone buys into these behaviors.

Then praise people when they follow the right behaviors. Do not tolerate it when people violate the behaviors. This action may result in actually removing some players from the team.

I have written elsewhere (Addition by Subtraction) about how removing some of the combative people who refuse to cooperate actually makes the work easier for everyone else, and you get a double whammy. You get more work accomplished with fewer people!

In this environment everyone celebrates. The group will recognize that you did not need more people; rather you needed fewer people who are mucking up the works.

Celebrate the Successes

Getting to improved engagement and empowerment can be a long road. Be sure to take time to celebrate the small wins along the way. Let the team marvel in their ability to actually be more productive without killing themselves.

Celebrate creative ideas that pan out to improve the process. Consider failures as learning experiences that help the team move forward. Remind people that they learned to walk only by a lot of falling down and then making corrections.

Mark Joyner teaches a technique he calls “High Impact Minimal Effort or HIME” that encourages people to find ways to improve productivity while minimizing the effort it takes. The idea is to create a mindset that always looks at jobs this way; it becomes a habit that leads to individual and corporate success.

Once you create a culture where people get jazzed about making their own improvements, then you can simply fall into a coaching mode where their own power and ideas will supply the fuel to the engine of productivity.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 96 Trust is Like a Lubricant for Your Group

October 7, 2018

I have been studying and writing about trust for over 30 years. For supervisors, I thought of an analogy that had not occurred to me before.

Trust acts like a lubricant for your group because everything works better and runs more smoothly when trust is present.

I am a mechanical engineer by training, and I know that lubrication lowers the coefficient of friction which allows machines to run better and not overheat.

Let’s explore this metaphor for the supervisor role, and see how it applies to your everyday life. Here are six ways trust acts like a lubricant.

1. Trust makes communication work better

When people are at odds with one another, they often do a lot of talking but very little deep listening. As the differences of opinion become more apparent, the tone and volume become more heated, just like a shaft would sound if its bearing had gone dry. The scraping and screeching will just get worse until the whole mechanism freezes up.

2. Trust smooths the roughness

People are sometimes not very kind to each other. We can be rather egocentric and usually think about what is best for number one. We can become abrasive, like rough sand paper, when other people advocate something that would not be optimal for us. Trust helps fill in the low spots and smooths out the roughness so people can interface with less friction.

3. Trust helps us find win-win solutions

When people have a difference of opinion, they often dig in their heels, believing that their perspectives are the correct ones. We all wear a button that says “I AM RIGHT.” Trust helps us see that there may be more than one legitimate way to look at an issue, so we have the opportunity to invent creative solutions that work better for both parties.

4. Trust keeps the temperature down

A major function of a lubricant is to lower temperature. The reason mechanical parts overheat without oil is that there is no way to dissipate the heat. Oil in a car engine allows the cylinders to continue their momentum without freezing up. Without oil, a car engine would overheat and seize up quickly, thus destroying the engine. With people, trust wicks off the overheating of emotions and allows people to disagree without being disagreeable.

5. Trust polishes relationships

The bond between people will be very strong and supportive when trust is present. Just as lubrication keeps the oxygen away from surfaces that could tarnish or rust, so trust keeps acrimony from destroying the love and affection people have for each other. When trust is high, personal relationships sparkle just like highly polished metal.

6. Trust acts as a preventive

In the stress of everyday pressures, it is easy to become inflamed, or at least anxious. Trust is a kind of balm that soothes the nerves and allows people to be calm in stressful situations.

Knowing you have my back gives me more confidence that all will be well. Just as we use grease to prevent stored parts from rusting, we can use trust to keep us well mentally.

For a supervisor, if you can achieve high trust, your entire group is going to run smoothly like a finely crafted machine.
The trust provides all of the wonderful properties of a lubricant. Work to develop higher trust within your group.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 95 Communicating Effectively With Your Employees

September 29, 2018

A major role for all supervisors is to be a conduit of information for their groups. The task of keeping all workers on the same page during constantly evolving conditions is a daunting task. In this article I will share some tips that should prove helpful to keep communications flowing efficiently.

Beware of relying too much on email

I know many supervisors who believe they have communicated information well to their groups once they have sent out an email. They forget that communication has not happened unless everyone in the group has opened, read, and internalized the message correctly. A complex technically-correct email may be opened by most people, but the meaning may go over their heads as they only have time to scan the message for key points or read only the first sentence.

It is important to have a track record of very brief emails that people will not dread opening. Summarizing key points in bullet form at the end of the note may help. I think another helper is to make the text reader friendly. Try to have the signature block appear at the bottom of the first page, so when workers open the note they can see they are looking at the whole message in one glance.

Use multiple exposures to critical data

The 2011 Edelman Trust barometer noted that for people to believe information about the group, they need to have it communicated to them 3-5 times using different modes of communication. If you have a monthly “Town Hall” meeting, that counts as one form of communication, but you will need to present the same information at least two more times before most people are likely to absorb and remember it.

You may have a bulletin Board where you can put up a poster. You might supplement other forms of communications with a voice mail or email summary of the key points. The idea is to not rely on a single point of communication to be sufficient for important information.

Recognize that some people will hear only what they think you were going to say

I found it fascinating when I would circle back after a public meeting to find out what people heard. A significant percentage heard the opposite of what I said because that was their preconceived notion of what I was going to say.

Take the time to verify what people have internalized

To communicate well, make sure you go through a verification step after a major speech or meeting. If only a small percentage of the information was internalized, then you have not communicated well.

Learn to listen better

I have discussed this aspect of communication before in this series. Learn the technique of “reflective listening” and use it whenever you are approached by a person in a highly emotional state. I use the image of putting on my listening hat in these circumstances to remind me to listen with more intensity.

Use stories to embellish your points

People can relate better to information if it is presented along with analogies, stories, or humorous anecdotes. If you just ramble on with dry content and no spice to break up the ideas, people will tune out and look like they are listening when in reality they are checked out thinking about tonight’s dinner menu.

Don’t hypnotize people with too many PowerPoint Slides

Learn to keep PowerPoint presentations short and interesting. The rule is to have no more than seven short points on a slide and to have a pictorial image that relates to the content on each slide. Each bullet should be 7 words or less. Having too much information and no image on a slide will allow people to check out mentally.

Share the stage

Let other people do part of the speaking by artfully designing your content so you can invite other people to present some of it. Also, make your presentations conversational in nature so people will feel free to inject thoughts of their own. In this way you keep the audience engaged in the conversation.

Watch your body language

Recognize that people are constantly reading meaning by looking at how you hold yourself when communicating. They will pick up (at least subconsciously) any hint of duplicity where your words are indicating one point while your body language is sending a different meaning. Have someone in the room who is an expert on body language and have that person debrief every important presentation so you become more of an expert yourself. Body language is critical in communication, and many professionals do not have enough experience to recognize how they are coming across.

One of the most important communication aids is to create a culture of high trust, so people will not be afraid to share a counterpoint. In a high trust culture, people know it is safe to raise an issue and that they will not be punished for it.

Being a supervisor is an extremely challenging role. It requires a mastery of all communication techniques. Use the above points while communicating with your group, and you will be among the elite leaders.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 93 Create Your Own Development Plan

September 15, 2018

If you are an active supervisor, most likely you have discussed a development plan with your manager. A key responsibility of all managers is to document a specific plan to improve the capability of their employees. Included in the plan would be training on things like compliance, ethics, safety, and health, as well as operational concepts like Lean Thinking or Six Sigma.

You need a Personal Development Plan

I recommend that each supervisor also have a plan for personal development that is separate from the corporate plan and contains a different set of concepts. Some possible things to consider might be improving your patience, becoming less judgmental, handling stressful situations, and creating greater team cohesion.

How to develop your Plan

First, identify areas in your own performance where more seasoning would improve your effectiveness. Have a chat with your supervisor to get some additional ideas. There are numerous free resources you can use to develop your plan. There are many YouTube instructional videos on specific skill areas, such as becoming less judgmental. The internet has an infinite supply of articles, and there are many educational periodicals such as “The Harvard Business Review.”

How will having a personal development plan help you?

It is human nature to identify the things that other people need to do to shape up, but it is less easy to see what you must do to improve yourself. Focusing some energy on your own developmental opportunities makes your approach to others more balanced. Having improvement goals helps you focus and be more aware of the direction in which you are moving.

Many supervisors get into a pattern of constantly showing body language that signals the individual workers need to make improvements. That mindset conveniently overlooks the fact that the supervisor needs to improve as well. If you would brainstorm things you need to do in order to be a better manager, it would soften your stance on what other people need to do to be more perfect. Let’s take a specific and classic example to contrast the two modes of operating.

Suppose the supervisor notices that some employees are less respectful of their peers than she would like. One obvious course of action would be to have some team building activities and maybe some reading or videos on treating others respectfully. If that thought pattern dominates her conscious thinking, she may be perceived as being impatient.

If that same supervisor had a personal goal to become less judgmental, then her approach to the workers might be better received. The slight shift to acknowledge that she is not perfect either makes her appear to be more reasonable and helpful. The workers would likely respond positively to the change in body language.

Another approach might be for the supervisor to do some reading or watch some videos on respect to see if she is adequately modeling respect herself. Change starts at the top.

How this process helps your employees and organization

By showing the humility to invest in your own growth, your employees can see a person who has no illusion of being perfect. This attitude will make you more of a human being, and your increasing skills will make both your employees and your organization more effective in the long run. A more cohesive team means less drama, higher trust, and greater productivity for the group. You are also modeling good behaviors for your employees, which increases your credibility as their mentor.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 91 Mentoring a Successor

September 1, 2018

Some supervisors forget that it is an essential function to develop at least one successor to grow into their position. This article will discuss why having a successor is essential and give some tips on how to do this gracefully and seamlessly.

Why is Having a Successor Important?

When you mentor a person to take your job, what you are really doing is growing other leaders. John Maxwell calls this the leadership legacy. I call it the most important function of any leader. When you groom other people to move up in the organization, you are really paving the way for you to move up as well.

Often, I run into supervisors who are reluctant to train others on their function because of job security. What if the understudy gains more skill than me and comes into favor with the higher ups? Could I become expendable?

This narrow mindset really shows a misunderstanding of how the world works in the vast majority of cases. If you want to move up yourself, become known as a developer of people.

Below, I have listed several ideas on how to select and mentor an understudy. You may have other techniques that work well too.

Select more than one candidate

Supervisors make a mistake when they select the obvious choice to train and put all emphasis on that person. This practice will disenfranchise others who might aspire to grow as well. Instead, have several people you consider as potentially capable of moving up and rotate your energy among these people so a kind of competition develops.

It is important to point out there is good competition and bad competition. Work to develop an atmosphere where each understudy sees a chance to move up, but no guarantee. Don’t have an heir apparent, but rather have several strong people who each have their own strengths and development opportunities. Work with each one individually and give each one extra things to do in order to gain more skills.

Delegate More, Micromanage Less

The reason most supervisors micromanage too much and don’t delegate enough has to do with risk. It is easier and quicker to just do the task herself. If she spends the time to train a protégé, then there is a chance he will do the task wrong, which means rework and a negative feeling of failure for the protégé.

Once something has been delegated, do not hover over the person to make sure it is done your way. This practice also has to do with risk. Take the risk the other person will mess up a bit and will need to learn by failing. That is how we all learned to walk and talk.

Tell the protégé that you are not going to micromanage him, but you will be available to help if he gets stuck. Support rather than hovering is the best paradigm.

Don’t Play Favorites

The practice of playing favorites will almost always result in lower trust among the group. Avoiding this problem is rather simple; operate outside your normal groove for some small percentage of the time. By the way, you get to select a time when choosing another person to step up will involve less risk.

Go on vacation and leave your PDA home

When you go on vacation, make it a real vacation, and do not try to run the place as if you were on the job personally. Let the person selected for this backfill feel the true responsibility of running the place.

I guess it would be OK to take your cell phone in case of a real emergency, like the place is on fire or something, but back way off and tell your protégé that he has the ball for the next two weeks. “Only contact me in the event of a true emergency.”

Ask the understudy to keep good notes about what things worked well and what things backfired, so you can do a solid debrief once you return.

Give lots of feedback along the way

Make sure the person in training has a good sense of how he is doing. Avoid burdensome written reports every couple days, but do keep the person in the loop at all times. If the trainee figures out a better way to do the job, then be sure to reward his creativity and initiative. Your way of doing things is not the only way possible.

Always remember my favorite quote: “The highest calling for any leader is to grow other leaders.” If you have a reputation of doing this well, then your own star must rise as well because you will be viewed by higher management as one of the elite leaders in your operation. You will also be well respected by the people working for you and will be building higher trust daily.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763