In your organization, in your workplace, you’ve undoubtedly got people in positions of authority; charged with supervising others. Are they putting in the effort to lead, inspire, motivate and mentor or are they putting in time?
I suppose if you’re fortunate, you’ve got a Manager whose style and substance is a good match for what fits with your own expectations. So if you thrive on a hands-off environment and you’ve got a person in the management role who largely leaves you alone to carry out your work, you both win. On the other hand, if that’s your preferred working style and you end up with an immediate Supervisor who micro-manages, the fit won’t work for either of you, and something has to give. Recognize that neither is implicitly wrong, but the two contrasting styles don’t compliment each other and there will be problems.
So unless you’re working as an entrepreneur and running your own business with no other employees, this issue of leadership is vitally important to all who work in organizations. There’s two sides to this equation, the needs of the employees and the need of the Manager. Not only do both have needs but both have responsibilities. While it’s easier to see the Manager pointing out the responsibilities of the employees they supervise, it’s not so easy to see the employees getting together to point out the responsibilities of the Manager to lead them.
Nonetheless, Managers, when acting as a collective Management team, have a critically vital role in organizations; setting the tone and atmosphere in which employees work, leading by example and ensuring that the activities of their staff and how they go about those activities works towards common organizational goals.
It’s interesting though isn’t it; this distinction of the two roles. I mean while they are both people, the one has the right to walk in unannounced and say, “So how’s it going? What are you working on? Let me see how you go about your day.” I rather doubt most employees would experience a comfort level in doing any of the three with their own Supervisor.
The best kind of Supervisor perhaps is the person who aspires to inspire; the one who said at some point, “I want to be the kind of Supervisor who works to bring out the individual talents of those on my team.” Of course, it largely depends on the organization you work with, the structure that exists, the ideal atmosphere and the directives the Supervisors themselves get from their own leaders. Could be the best kind of Supervisor in some environments are those who crack the whip, who accept nothing less than superior performance, who watch performance and push for better results and more profitability.
Now if you’re in Management you might feel you finally have the authority and power to bring about the chemistry and ideals you place in high regard. However, just as you feel you’re in a place to make changes, you find yourself inundated with reports, projects and meetings you didn’t expect. Your time is now consumed with new responsibilities and the people you supervise are suddenly working independent of your leadership it seems except for those scheduled team meetings. This isn’t how you pictured things.
As an employee, you have to decide what you need in a supervisor too. Are you new and need the guidance and tutelage of a hands-on Boss who can correct, praise, instruct and approve? Are you looking for a leader who will recognize your lengthy years of service and your strong performance and give you the latitude to do your thing and check with you from time to time? Or have you plateaued, there’s little that you do voluntarily anymore, and you’d love to hide right out in the open and the kind of Boss who would let these things go unnoticed would be ideal?
Different people both want and need different kinds of leaders. Sometimes what they need isn’t what they want and conversely what they want isn’t what they need. How many times though does a Supervisor sit down with their team and say, “Okay, let’s talk about what you each need and what you all need collectively as a team?” Assuming this did happen, how honest would you be, how well would you know your own needs if asked, and how likely would your current Supervisor be to receive all that feedback and then, most importantly, do something positive with the information received?
There’s a vulnerability in this process of asking for that kind of response. There’s little value in seeking honest comments if people are closed to change and adaptation. What you might need or ask for may not be possible to give too, and it could be that what you ask for might indeed be available in another person but not the one charged with you on their team. So is it time for change – not with them, but rather you?
Managers manage people, and an office and name plate don’t guarantee that they’ll be good Managers. Some are only concerned with the title, the income, the prestige, the authority or power. Some are reclusive, some like the closed-door, the, ‘knock and wait until you have permission to enter’ philosophy. Others mentor, critique privately and praise publicly.
What do you need? What will you contribute? What will inspire your best?