Tips for New Supervisors, Five Simple First Time Supervisor Tips and Skills
Summary
TLDRThis video script offers valuable tips for new supervisors on motivating teams and enhancing efficiency. It emphasizes the importance of soft skills, such as organizational, time management, communication, training, and people skills, which are crucial for building trust and team morale. The speaker shares insights on how supervisors can act as a bridge between management and the workforce, effectively communicating and training team members to improve performance. The script also highlights the need for supervisors to prioritize tasks and eliminate distractions to maximize productivity and maintain a positive work environment.
Takeaways
- 📘 Supervisors play a crucial role in motivating teams and increasing efficiency, regardless of their level in the organizational hierarchy.
- 🔑 Soft skills are essential for supervisors, including leadership, management, and interpersonal skills, which are vital for building trust and morale.
- 👥 Supervisors often act as 'managers in training', responsible for results but sometimes lacking authority to make changes, emphasizing the importance of people skills.
- 🔄 Organizational skills are key for supervisors to efficiently manage tasks and teams, including creating checklists and flowcharts to guide new team members.
- ⏰ Time management is critical for supervisors to eliminate idle time and prioritize activities, using tools like the Eisenhower Matrix to categorize tasks by urgency and importance.
- 🗣️ Communication skills are vital for supervisors to effectively relay information between management and the team, and to listen to team feedback for better decision-making.
- 👨🏫 Training skills are essential for supervisors to assess team members' knowledge and skills, and to provide necessary training for improved performance and efficiency.
- 🤝 People skills are paramount for supervisors to maintain rapport with both team members and management, fostering a positive team culture and high morale.
- 🛠️ Supervisors must be adept at identifying the strengths and weaknesses of their team members to provide targeted training and development opportunities.
- 💡 The importance of a proactive approach in supervisors to preemptively address potential issues and to involve team members in problem-solving and policy adaptation.
- 🚀 Supervisors can significantly impact an organization's success by enhancing team productivity, reducing stress, and improving morale through the application of their skills.
Q & A
What is the main focus of the video script?
-The main focus of the video script is to provide tips for new supervisors on how to motivate their team, increase efficiency, and build trust and morale within the organization.
Who is the target audience for these supervisory tips?
-The target audience includes new supervisors, upper management, entrepreneurs, and senior leadership roles who are looking to improve their team's performance and culture.
What are the key supervisory skills discussed in the script?
-The key supervisory skills discussed are organizational skills, time management, communication skills, training skills, and people skills.
Why are people skills so important for supervisors?
-People skills are important for supervisors because they act as a conduit between management and the team, and are crucial for building trust, rapport, and a positive team culture.
How can supervisors use organizational skills to improve team efficiency?
-Supervisors can use organizational skills to create checklists and flow charts that help team members know what tasks to perform and when, reducing idle time and increasing productivity.
What is the significance of time management for supervisors?
-Time management is significant for supervisors because it helps to ensure that team members are focused on important and urgent tasks, reducing wasted time and increasing overall efficiency.
How does the script suggest supervisors handle policy changes that may affect their team?
-The script suggests that supervisors should first explain the problem the policy change aims to solve, then present the change, and finally, ask the team for alternative solutions, which can help soften the impact of the change and maintain a positive team dynamic.
What is the role of communication skills in the supervisor's role?
-Communication skills are crucial for supervisors as they need to effectively relay information between management and the team, ensure timely information dissemination, and listen to the team's feedback for better decision-making.
Why is it important for supervisors to assess and train their team members?
-It is important for supervisors to assess and train their team members to identify skill gaps, improve performance, and help team members reach their potential, which contributes to the overall success of the team.
How can supervisors use the quadrant system by Stephen Covey to prioritize tasks?
-Supervisors can use the quadrant system to categorize tasks into important and urgent (Quadrant 1), important but not urgent (Quadrant 2), urgent but not important (Quadrant 3), and neither important nor urgent (Quadrant 4), helping them to focus on high-priority tasks and reduce time spent on low-priority activities.
What is the connection between people skills and job success according to Dave Ramsey's quote mentioned in the script?
-According to Dave Ramsey's quote, people skills are more critical for job success than formal education. The ability to interact effectively with others, demonstrate professionalism, and build rapport is what truly leads to success in the workplace.
Outlines
📚 Introduction to Supervisory Skills
The speaker introduces the topic of supervisory skills, emphasizing their importance for new supervisors and their relevance to various roles within an organization. They outline the session as part of a soft skills series, briefly touching on leadership and management skills before focusing on supervisory skills. The speaker highlights the distinction between supervisors and managers, especially the lack of authority supervisors often face, and the significance of people skills in their success. The paragraph concludes with an introduction to the five key skills identified for supervisors: organizational, time management, communication, training, and people skills.
📝 Developing Organizational Skills
This paragraph delves into the first supervisory skill: organizational skills. It discusses the challenge of taking over an existing team and the need for supervisors to organize and increase efficiency. The speaker shares an anecdote about a marketing supervisor who hired young graduates to manage social media, using a checklist and flowchart to streamline tasks. The summary underscores the importance of supervisors acting as 'oil cans' to keep the team running smoothly and suggests that effective organization can significantly boost productivity and morale.
⏱️ Mastering Time Management
The speaker addresses the second key supervisory skill: time management. They stress the importance of eliminating wasted time and prioritizing tasks using Stephen Covey's quadrant method. The method categorizes tasks into urgent and important, important but not urgent, urgent but not important, and neither urgent nor important. The speaker advises supervisors to focus on quadrant one and two tasks, plan for quadrant two to prevent urgency, and eliminate distractions from quadrant four. This approach is presented as a way to enhance efficiency, reduce stress, and improve team morale.
🗣️ Enhancing Communication as a Supervisor
The paragraph shifts focus to the third supervisory skill: communication. Supervisors act as a conduit between management and the team, requiring excellent communication skills. The speaker explains the necessity of timely information sharing and active listening to team observations, which can inform management decisions. They provide a scenario where a supervisor manages a policy change by discussing the underlying problem with the team before the change, potentially incorporating team suggestions and preventing negative reactions. The importance of preventing an 'us versus them' mentality is highlighted.
🏫 The Art of Training Team Members
The speaker discusses the fourth supervisory skill: training. Supervisors must assess their team's knowledge and skill levels and provide necessary training. The paragraph provides a detailed example of how a supervisor might evaluate and improve a team's performance in various roles, such as account managers in the given example. It emphasizes the importance of identifying strengths and weaknesses and tailoring training to help team members reach their potential, ultimately contributing to the team's success.
🤝 Cultivating People Skills for Supervisors
The final paragraph of the script focuses on the fifth and crucial supervisory skill: people skills. The speaker shares a quote from Dave Ramsey about the importance of people skills in the workplace, arguing that they are more critical than formal education for job success. The paragraph discusses the role of supervisors in maintaining rapport with both team members and management, using personal experience to illustrate the impact of poor people skills on team morale and turnover. The speaker concludes by suggesting that retraining supervisors in people skills can resolve organizational challenges.
Mindmap
Keywords
💡Supervisory Skills
💡Organizational Skills
💡Time Management
💡Communication Skills
💡Training Skills
💡People Skills
💡Leadership
💡Management
💡Interpersonal Skills
💡Morale
💡Efficiency
Highlights
The importance of soft skills for supervisors in motivating teams and increasing efficiency.
The value of building trust and morale in grassroots team culture.
Soft skills as a subset of managerial skills, including leadership and management skills.
The role of supervisors as 'managers in training' with limited authority but high responsibility.
Key supervisory skills identified: organizational, time management, communication, training, and people skills.
The necessity for supervisors to master organizing inherited teams.
Creating checklists and flow charts to improve team efficiency and reduce idle time.
The critical nature of time management for supervisors to prioritize and eliminate wasted time.
Stephen Covey's quadrant method for task prioritization and efficiency.
The role of supervisors as conduits for communication between management and the workforce.
Importance of listening to the team and involving them in problem-solving for better policy acceptance.
Assessing and training team members to reach their potential and improve performance.
The significance of people skills in building rapport, trust, and preventing conflicts within the organization.
Dave Ramsey's perspective on the importance of people skills over degrees in the job market.
The impact of poor supervisory skills on team morale and turnover rates.
The need for retraining supervisors to improve organizational morale and team culture.
Upcoming session on interpersonal skills to address challenges faced by managers in training.
Transcripts
[Music]
so this week i'm covering a few tips for
new supervisors that can help you
motivate your team and increase
efficiency and if you're not a new
supervisor these tips can still be very
helpful even if you're in an upper
management role or if you're an
entrepreneur
or if you're in a senior leadership role
a lot of times
we tend to kind of overlook the things
that are
really important in building that trust
and building that morale and these are
some things that can help you get back
to
kind of the grassroots of your
organization and really create that type
of team culture that you're looking for
now this is a continuation of our soft
skills series if you recall in the first
year in the first session
i talked about what soft skills are and
why they're important
in in just about any role in any
organization then we divided the skills
into segments we talked about leadership
skills
and management skills we've done that
over the last couple weeks um this week
we're talking about supervisory skills
and then next week we're going to talk
about interpersonal skills
those are the people skills that are
important in just about
any career that that you're in so in
this session i'm going to focus on
a a list of of supervisory skills things
that we really need to know if we want
to be a good
supervisor if we want to be a good coach
for the people that
work for us and work with us and as as
we talked about in the
soft skills session supervisor skills
are
there they're a subset of managerial
skills you know and
for instance if in the very first couple
of sessions that i covered on
on this topic we we talked about how
leaders
kind of create the vision for the new
path these are the folks that
this path didn't even exist before the
leader came up with it
and so it's a it's a new route it's a
new path that we're taking and then the
manager picks up
where the leader leaves off and makes
the navigation of that path
more efficient well supervisors have the
same goal as the manager
however a lot of times the supervisor
doesn't yet have the
authority to make changes to that
process or
to the personnel and so a lot of times
supervisors are often
they're i kind of call them managers in
training they're responsible for the
results
however in many cases they may not have
a lot of authority yet and as a result
people skills
are going to be way more important to
their success
a good example this by the way outside
of
kind of normal business structures would
be like non-profits a lot of times
directors and folks who work at a
non-profit they're they're dealing with
volunteers these are people that are
volunteer volunteering their time to
to help the cause and so a lot of times
these folks will have have
responsibility for
for what these volunteers are doing but
not necessarily authority we can't make
the volunteers do something we can ask
them and we can use good people skills
though
and that's why these this type of skill
set can be important
in a lot of different different ways in
different organizations
so the supervisor and the manager by the
way because they have the same goal
they share two key skills they share
organizational skills and time
management
however the remainder of the important
skills for
for supervisors are quite different than
the manager skills and so let me give
you the five things that i've identified
as really key skills
for supervisors so the first two skills
are the same as the top two skills for
managers as well it's organizational
skills you have to be able to organize
things and
time management skills you have to
manage your time and the time of the the
people that work around us work for us
the third one though is a little
different than the managerial skills
it's communication skills you got to be
able to communicate a lot of times
the supervisor is going to be the
conduit or the
the go between between management and
the workforce
and so they have to be excellent
communicators the
the fourth area is training skills they
have to be able to
get the people that work around them
work for them to a higher level of
performance and a more efficient
way of performing in their job duties so
they have to be good trainers as well
and then the last one is the one i
talked about in the intro which is
people skills you have to be able to
motivate and inspire the folks on on the
team
to to do a really good job so let's
cover each one of these skills in just a
little bit more detail
so starting with tip number one or skill
number one it's organizational skills we
have to look for ways to help
our teams become more efficient so
so first time supervisors often inherit
inherit their teams right most of the
time somebody else has hired these folks
and a lot of times other people have
have actually trained them but we we're
kind of jumping in so it's an it's
it's an inherited team so if you're a
first-time supervisor
a lot of times you you you may not have
the ability to hire
and build your own team and if you do by
the way if you if you
have if you're a first-time supervisor
and you're able to build your own team
if you're able to hire your own team
members
you're like a unicorn it's like it's
just very very rare
so supervisors have to really master the
skill of organizing a team
that someone else created and by the way
those
who can do that supervisors who can do
that they
excel very very quickly in in
all kinds of different organizations so
i'll give you a good example a few years
back
our marketing supervisor decided to hire
some young people to help us with social
media right i mean we're all
the the marketing team by the way is a
fairly young team
so they're they're kind of into social
media that kind of stuff that's
that's why we we hired them but um even
the it's still very difficult to keep up
with all the new trends um and
the the longer that the older that we
get
the less trendy we are i mean i know i'm
i'm a dad
right so so basically what she decided
to do is hey let's hire some brand new
you know uh high school graduates uh
college graduates to come in and help us
with social media and
that way we're staying on the cusp of
being the the trendsetters
and one of the one was a graphic artist
who
kind of knew social media inside now
because she grew up on it
however she had very few programming
skills so she
she wasn't really well versed in
websites
and stuff like that so the things that
the supervisor was asking her to do
they were actually fairly simple tasks
but they involved a lot of repetitious
steps and for somebody who's brand new
in that task it was it was kind of
challenging for
for the young per young person so to
help this this new employee
the supervisor typed up a checklist and
and created
a flow chart and then posted them in
like a three ring binder it was a really
low low-tech solution to kind of a
high-tech problem
but that little checklist that the
supervisor created served as a reminder
for what kind of task to do
when this new person was had completed a
project a lot of times
when someone new comes into the
organization
and they they can kind of speed through
projects much more quickly because they
don't have as many time constraints
and if the supervisor is busy then that
person can kind of be sitting around
going god what am i supposed to do now
i'm not really sure
but by simply creating a a list the
supervisor
kind of increased the efficiency of the
team member
and also reduced idle time because now
that person had she had something
to do when she had finished her next
project so a good supervisor
is kind of the proverbial oil can that
makes the machinery run more smoothly
it's just that the machinery here is
they're team members so
so basically if you want to be a good
supervisor use good supervisory skills
look for ways to organize your team in a
more efficient way
so the second skill that is really
important for
new supervisors any supervisor really is
time management your goal
is really to have no wasted time
in your your team members no no idle
time so
and in fact this is one of the most
critical skills time management is
really one of the most critical skills
for supervisors
and the what's critical about it is that
a good supervisor
will first want to prioritize activities
that are done within that
group that department whatever it is
that we're supervising
um one of the best exercises by the way
that ever came across
was from stephen covey and i'm i'm not
sure if he actually created it that was
the first
place that i kind of saw this but his
advice was to
was to to divide a piece of paper into
four
equal quadrants in the in the first
quadrant
you would write down things that are
both important and urgent
and then in the second quadrant you
would write down things that
you do that are important but not yet
urgent so so quadrant number one
things that they're really really
important and they're urgent we have to
do them right now these are important
things that have to be done right now
in quadrant two those are things that
are
also important but they haven't yet
gotten to the point where they're urgent
yet right and so those would be things
that we would we would plan for
and then third the third quadrant you
would write down things that are
urgent they're things that we have to do
right now but they're not really
important and so a lot of times
these are kind of wasted time things and
then finally in the last quadrant you
would write down things that are neither
important nor urgent they're they're
not urgent and they're not important at
all but a lot of times those are things
that we tend to get bogged down in so
when you create your chart by the way
spend some time
listing the tasks and and the jobs that
that you or the people on your team do
each day
and then place them in the correct
quadrant on the chart
you you'll be shocked by the way at how
many of your activities fall into that
quadrant for the last quadrant
um and when you find those activities
those are things that you want to
absolutely stop
doing you don't those you don't want to
be doing those things
in that quadrant at all um and those
quadrant
four activities by the way they would
include things like scrolling through
social media
or or chatting with coworkers that kind
of thing
now i'm not saying those things aren't
important i'm just saying that a lot of
times
we will use those as distractions we'll
we'll we'll come up with a good idea and
then we'll pop into a co-worker's office
interrupt the co-worker and
and and get off topic so instead of just
relaying the idea to the co-worker now
we start chatting about everything in
the sun and now we've wasted 22 minutes
that's the kind of stuff that we really
want to avoid as a supervisor keep our
our team motivated and on the right
track
the third quadrant by the way would
include things like
that that should be minimized really or
avoided you know for instance i i just
on my own cell phone i used to have news
alerts
i still do by the way but i just don't
look at them as often but
but i used to have these news alerts
that would appear on my phone and
the the news alert when when the feed
would alert
the uh my my phone it would create an
alarm
it was identical to the message alarms
from
my clients so when i would hear the
alert i'd stop what i was doing even if
it was
something really really important urgent
i would immediately go and look at my
phone to see what was what was
what the alert was about and um because
and
at the time by the way it seemed urgent
because there was alarm attached to it
however
really the the the thing that was being
alerted to me wasn't really important at
all
you know it was it was it would be a a
headline that didn't apply to me didn't
apply to my business
but i would take time out of my day to
go and look at it so
one of the things that i did was i just
kind of changed the alarms on my
on my phone to make it to where i'm only
getting especially during the business
day
i'm only getting distracted by things
that are urgent and important
and it really helps so once you've
identified these
items that are in the in quadrants one
and two especially really all of
all four quadrants but the ones that are
in one and two those are the things
that you want to schedule with your team
you want to start with the quadrant one
items because those are the things that
have to be done right now they're urgent
and they're things that are important to
the success of our group
and then for the quadrant two items we
want to plan and organize and strategize
on the things that are in quadrant two
because we want to make sure that those
things get done
before they become urgent so those would
be the things that hey once these urgent
projects are done
we're going to spend some time
organizing the the
quadrant two things to make sure that
they never become urgent so that
that reduces the stress increases morale
and and it makes it a whole lot easier
and then the last thing that i would
suggest people do is identify
the triggers for the not important but
urgent items and then just eliminate
them kind of like i did with my
with my with my phone feeds
those triggers those things that are
triggering
that item to become urgent if you can
eliminate the triggers a lot of times
you can
save some time and make yourself more
efficient and make your team members
more efficient as well
so anyway so those would be the things
that i would kind of suggest to kind of
really help you
get better organizational skills with
your team if you do those things
you're going to increase productivity
pretty dramatically also reduce stress
and reduce the increase morale at the
same time
so lots of good benefits for doing those
things so the third skill that is really
important and this is where we start to
differ a little bit with the managerial
skills
is that as a supervisor you are the
conduit between management and the and
the team so you want to really
work on your communication skills so as
a supervisor by the way
that that conduit you you're you're
you're between
management and your your team so you're
the one that
you're you're the um
the the path that good communication
comes through so when you're getting
information from management
it's important that you pass that
information along when it's appropriate
and vice versa when you're getting
information that's important to the
decision making process for management
you pass that along to them as well so
your commit your communication skills by
the way have to just be top notch
if you're in a supervisory position
these skills by the way include
providing that needed information to
your team in a timely manner when it's
appropriate
in addition though a major part of the
of especially first-time supervisor
skills
is to listen to your team your
observations are
critical to helping management make more
informed decisions
like for example let's say that a
that management creates a brand new
policy to fix
a a challenge that we've experienced in
the past so we've
this we this is a big problem and so as
a result we've changed a policy in order
to fix that problem now because you know
your team really well because you're a
good supervisor
you anticipate that your team is going
to react
negatively to that change so because
a lot of times they're going to react
negatively to any change so if you just
go to your team and just tell them hey
management created change the policy
then you're right they will they will
react
negatively to that change so instead
what you may want to do is kind of meet
with your team
and and tell them about the problem that
is trying to be solved by this
policy change before you actually tell
them that the change the policy is being
changed
tell them about the problem get them to
focus on that problem
and then you can soften the blow by
explaining how management created the
new policy
to solve the problem and then the final
thing that you want to do
to to because this is where your
role as a supervisor can be very very
beneficial to the company as a whole is
ask the people that are on your team
these are the folks that are on the
front line
if they can think of any better
solutions if they come up with one then
you bring that solution to management
now you're the hero and your team's the
hero
on the other hand if they don't come up
with a better solution then
at least they'll know why management has
changed the policy and they'll be much
more open to that that policy change
so all of those things are really really
important interactions and
communications like this they really
keep the team from
experiencing the old us versus them
mentality that tends to happen in a lot
of organizations
so the supervisors are the conduit to
make sure that that mentality
doesn't get created in the first place
fourth skill that is really really
important
for supervisors is the skill to train
your folks the success of your team
really depends on your ability to train
the people that work for you work around
you work with you
in fact this is really one of the most
important supervisory tips
to to to really strengthen and become
really good at
because as a supervisor you really have
to focus on
two important components related to this
skill the training skill first
you have to be able to assess the
knowledge and the skill level of your
team members
remember a lot of times we're inheriting
these team team members
and so as a result we
have to kind of figure out who's really
good at what and then second
once you identify any needed training
you have to be able to help your team
members gain those
needed skills or that needed information
so this process by the way can take a
little time but
the effort will be absolutely well
rewarded
you're going to get some phenomenal
results if you if you kind of go through
this process
so one of the things that i would
suggest that you do is make a list of
the skills and the knowledge that are
needed
for each job description within your
team you know like for instance we
at our company we have account managers
that they're they're
i don't want to call them salespeople
because that's not really what they do
they're more like consultants so they're
they're helping our clients make good
decisions with
uh with their with their training
dollars and that kind of thing
but the the position has a
lot of different roles these are experts
in the industry
and you know for instance they do things
as simple as answering
customers questions you know if a
customer has a question they'll answer
that
but they also consult with the the
customers to help them
create good decisions they also provide
good customer service so
um they're helping with scheduling and
all kinds of stuff like that in addition
to
those normal kind of consultation roles
they also serve
a marketing role within the company as
well so they do a lot of our marketing
and and social media
because they're they're kind of on the
front line and then and then the last
part
is they also have administrative duties
meaning that
that when when contracts are are um
are sold or when they're when they're
written up
that information has to be passed along
to the appropriate people so that the
so that the programs get implemented
properly and that invoicing is done
properly and all that kind of stuff so
there's cost reports there's revenue
reports and things like that that
they're also responsible for
so anyway a lot of different roles
within that so
once the supervisor has the list of
roles and responsibility kind of like
what i laid out for our account managers
the next step
is now to assess the team in each of
these areas
each team member each person that we
have on the team is going to be
really really really really good at some
of those tasks
and they're also going to be not so good
at other tasks right
like for instance you may be for our
sales team or our account managers
we because they are sales people because
they
are consultants they may be really
really good
at at working with customers customers
love them they're really good at helping
solve problems that kind of thing but
maybe not so good at paperwork right
and so they may have challenges within
the reports
so um so what you want to do is is
once you have that list of of items or
job
responsibilities you want to go through
and rate each member of your team based
on where they are
now in each one of those job roles for
instance you might
just rate them on a scale of 1 to 10 or
some people like to use
like high school letter grades you know
this is an a a plus
a minus b b plus b minus that kind of
thing um i
i like just 1 through 10. it makes it
really really easy one means that
they're not very good 10 means that
they're excellent
so for instance one of the one of the
things that our
customer or our account managers have to
do is they have to be able to answer
questions for customers
so let's say i've got a person named
joan that has a lot of experience
she's been with the company for a number
of years and she's an
8 out of 10. however jim a newer guy
he's
he's only been in the position for less
than a year so currently he's a 4 out of
10. not because
jim isn't as smart as joan it just means
that
she's been here a lot longer she's got
more experience and so she's more
skilled
in that particular area um so so
basically once you
kind of identify where each person is on
that
on that list the the last thing you want
to do is go through your team list one
more
time but this time assess each one of
those people
on their potential in each of those
areas so going back to the
the previous example with joe jones and
jim
joan is an 8 out of 10. however she is
the most senior person on the team and
she's kind of set in her ways
so as a result her potential may also be
an 8 out of 10. she's probably because
she's set in her way
she's not up to changing or growing or
doing things differently
most likely she's going to be an eight
next year and the year after and the
year after and the year after right
jim on the other hand because he's new
and eager he's a four now but he wants
to learn
and so he may have the potential of
being a nine or a ten
so if that's the case then the
supervisor once we kind of have these
roles outlined and where people are
where our team members are in each one
of those roles
the supervisor in that situation would
want to spend more time training
ben on that specific um
responsibility so that he is more likely
to reach his potential
sooner he's not going to go and train
joan for custody she's already
awesome at it so he's not going to spend
a lot of time training the whole team
he might pull ben aside and say hey
let's see if we can help you in this
area and now
the the supervisor is helping ben become
more productive so really good
supervisors are able to identify where
their people are and where they need
help
and sometimes it's just a matter of
organizing it in a way
so that you can find the right solutions
at the right time
so the last skill that is really
important for supervisors
is people skills because supervisors
they they
have to stay in rapport with both the
team member
and the management all the time which
can be
really really challenging by the way
we'll kind of talk about that but before
i get into that let me
let me i recently heard a quote from
dave ramsey he's the guy that does the
uh the
radio program on financial plan teaches
people how to get out of debt really
really smart guy
and on one of his shows he he made this
really profound statement about
education and people skills and and he
basically said
he said i think the lie we've told
people in the marketplace is that a
degree
gets you a job a degree doesn't get you
a job
he said what what gets you a job is the
ability to carry yourself into that room
shake a hand and look someone in the eye
and have good people skills in the
process those are the things that cause
people to become successful and i
couldn't agree
more with with that statement um because
for supervisors especially as the as the
conduit between
management and the team members we have
to really stay
in rapport with both of those groups and
this is going to require that you have
great people skills right human nature
tells us that when someone
slights us we've got to respond in anger
you know some somebody
oh my god i can't believe that person
did that to me right um however a person
with really good people skills will
often kind of pause
and then think about a proper response
there's a real big difference between
reacting
to something that somebody said or
something that they did and responding
and ultimately the more trust that the
other person has in you
the more the other person is going to
like you as well
i i'll give you a really good example
from my own kind of personal experience
this is like from my younger days
but my first boss um this is back when i
was in
high school and uh and but my first boss
was a guy named jeff
and he was a retired military officer i
liked him a lot and
everybody did everybody that worked for
him and he basically
after he retired from from the army he
uh purchased a
franchise and and i he hired me as as
one of these employees
so as a retired military officer he knew
the value of building his team members
so he and his wife they were partners in
the in the company and they created this
really
fun rewarding environment we were
growing
um as as people and and it was a real
friendly place to to work and and the
folks
that worked for for the for these two
folks um really and we enjoyed going to
work
even though the work was kind of hard it
wasn't really the work itself wasn't hun
fun but the people that we worked with
were fantastic right
well a year or so after i had um i'd
started working for the the company
um jeff sold the franchise back to the
company and he retired again
so the the company that um that owned
the franchise is they decided to use
this location
as a as a training ground for new
managers since it was now company owned
they started sending in some of their
managers that had just graduated from
from college or from their from their
internal school
and each of these managers by the way
had
four years of university university
training
in this specific industry so they were
totally qualified
to to run this franchise the problem was
is that
none of them really had any real
practical experience
supervising anyone so they were they
they were basically
skipping the supervisory
level and jumping right into management
and so they hadn't yet built that
rapport
with their team members and the the
contrast and environment was just
absolutely torturous probably the best
way to say
it because morale just plummeted and
within
six months the entire staff that i
worked with that had turned over almost
100 percent the only there were maybe
one or two people that that stuck on
those are folks that have been working
for the same company for like 20
plus years or so and it was their career
but all of the part-timers like myself
the high school kids
man we were gone we we jumped ship
pretty pretty
um early because it was no longer fun we
didn't enjoy it
um so the the key thing to keep in mind
about this
is that is that the the people skills
that we have
the the better we are at building that
trust and building that rapport with our
team members and also with management
the better of a conduit we're going to
be between those two entities to make
sure
that we're we're keeping morale high
that we're keeping
um that that people are are having fun
and we're creating that that team
culture
and so if you happen to be a business
owner and you're seeing challenges
within your organization if you're
seeing
situations where where morale is down
or there's conflicts repeatedly in your
organization
it's quite quite possibly means that the
supervisors that you have probably need
to be
retrained they need they they're going
to need some help and the more help that
you can give them
the better morale is going to be so next
week by the way we're going to conclude
the series
on soft skills and i'm going to do an
entire session on
interpersonal skills or people skills
basically what we've covered in the last
couple minutes
we're going to cover and we're going to
cover by the way some of the challenges
that
the managers in training that i just
mentioned what they what
they created and i'm going to show you
some really cool ways to to fix that
so we'll see you next week on high
impact leaders bye y'all
you
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