Stepping Up To Supervision

I read an interesting article in Straits Times today, by Roy Magee, regional vice-president, Asia, for AchieveGlobal.  I thought it was such an apt article for the team of first-time/relatively new leaders that I have left behind. 

It painted a very real scenario confronting the workforce of today, especially for many Gen Y colleagues who will be stepping up into supervisory role in the coming FY.  In particularly, I truly enjoyed learning how one can overcome or address the difficulty that lies with transiting from being a "buddy" to being a "boss" and learning to delegate effectively.

It's so comforting to learn from the AchieveGlobal's consultants that "more employees in the country are turning down promotions to managerial positions [because] the difficulty of the job outweighs any excitement or pride they might feel in getting promoted".  However, I think this only applies to those who genuinely want to give their best at their job and not to others who only want the recognition that comes with the position.

The advice given to first-time managers in the article seemed relevant, at least to some of the folks that immediately pop into my mind:

Building Personal Credibility

This is the perception others form of the new manager, based on their assessment of the actions of the manager over time.  It is earned "when managers admit that they don't know everything, leveraging the experience of their team, give others credit when it's due, follow through on their commitments, and work hard to remove obstacles for their work group".

Activating Team Commitment

This is the usual spiel about setting "worthwhile goals for the team, show how their work fit into the bigger picture and establishing and responding to clear performance objectives".  It's beyond delegation of tasks; and includes colleagues in idea-generating and decision making; it's about instilling a sense of ownership of the collective work.

I think this is a tough area.  I have tried so many times this FY to do so but I realise that people have selective hearing.  Ultimately, one has to achieve personal credibility first and that comes not only from doing what the author has suggested but also in demonstrating abilities and qualities that command respect, eg power of analysis, helicopter thinking, leadership qualities, etc.

Engaging Senior Management Support

Now this is a tricky hallmark to acquire as a new manager.  Focusing too much on establishing a strong relationship with the bosses may create perception of being a "bootlicker" and "boss-pleaser".  However, "managing upwards" is a critical success factor to successful stepping up to supervision.  It's about "understanding what is important to their [bosses] and actively supporting it".  It's about "proactively keeping them up-to-date on any current or potential issues" as well as going to them not only with problems but also with potential solutions.

I think these are sound advice.  The only thing is how to balance this well in order to effectively and successfully transit the first-time managers/supervisors into their new roles. 

If I have known and accepted these requirements earlier, perhaps for myself, my very own transition into my current position would have been a tad easier and smoother.