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    Supervision Basics: A Leadership Mindset
    Supervision Basics: A Leadership Mindset
    Supervision Basics: A Leadership Mindset
    Ebook124 pages2 hours

    Supervision Basics: A Leadership Mindset

    By Richard Warren

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    About this ebook

    Invest a tiny amount on your own career. By consistently following these simple, tried and true principles, you will make it convenient for your Company to promote you. This is a book that covers so many simple principles, yet even upper managers fail to grasp them.

    LanguageEnglish
    PublisherUnbelievable Universe
    Release dateDec 29, 2015
    ISBN9781310706752
    Supervision Basics: A Leadership Mindset

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      Book preview

      Supervision Basics - Richard Warren

      If Supervision ever became a profession requiring 'paper qualifications', it would require highly experienced real-world professionals like Warren to examine written examination papers. -D.V.S.

      I learned all this stuff the hard way. Save yourself the trouble and get this book. - Richard Warren

      Supervision Basics

      A Leadership Mindset

      SMASHWORDS EDITION

      THIRD EDITION

      Copyright 2015 by Richard Warren

      https://supervisionbasics.wordpress.com/

      Twitter @D3NWARR3N

      Quotes or excerpts may be freely taken from this book as long as credit is given to the book title and author.

      Don't blame any of today's workers on what was done in any of the real-life case studies mentioned here. At the time of this writing, I have not been in the Food Processing Industry for over 15 years. The companies have changed hands and the same people are not there. And I changed all the names.

      About this Book

      No significant operational change, or culture shift can be accomplished without training, and front-line supervision is the hub which all spokes lead to. All the support groups are the spokes that rely upon the hub. The support people almost always tell line workers to see your supervisor if you have questions, or any needs.

      Front line supervision is not the same as supervision for middle or upper management, only easier. Anyone who has that concept has never done it.

      Supervision Basics is a well-rounded low-cost effective supervisor brutally honest training tool for the actual gritty workplace in one volume. For supervisors wanting to better be able to handle the most difficult situations and those who want to go into supervision for the first time. Also for those who work with, or are married to a supervisor, so they can better relate to their demanding experience. If you have a boss who sucks, wouldn't it be a cheap investment with good return to get them a copy?

      Most of those who write books for business are well educated individuals who spent considerable time as managers at upper levels. They usually have a well developed set of skills that make them successful as a both a manager and a writer. They may think they understand front-line management, based upon what they have been told, by those supervisors who are a buffer between them and the guy out on the line. As in all jobs, no one can really understand a job until they have done it. I contend that these authors typically have a disconnect between themselves and the real situation. Front-line management is not the same as middle management. Not many front line managers are capable of, or care to write a book on supervision.

      That is where I come in. I have spent years on the front lines of management, working with machine operators, and all types of laborers. Managing on the front line is different, because the average person just want to make money to support their outside activities, not build a glorious career. They are not looking for every available opportunity to please the boss. Since I share in their lack of interest in advancement, I have spent many years on the front lines. While doing so, as a matter of survival, I have come up with ways to make things work and improve over time, as well as keep the boss and the people content. That is the contents of this book, which I know can be of help to any supervisor who chooses to read it. My expectation is that every reader will find something worth many times the cost of this book that will make their job easier by helping them become more effective.

      However, It does no good to read the book and not put it into practice. Read a little each day and make the conscious decision to improve upon at least one of your practices. Give it a try.

      This is not a book about organizational change, but more about working within the norms of whatever the current company culture is. The scope of this book is not to change things about the Company that may need changing. It is about the things that the Supervisor can do for himself.

      Part 1: You as a Supervisor

      Supervision as a Career Choice

      Becoming a supervisor may seem like a natural progression for the person who does not have a college degree and wants to advance themselves from the boredom of the production line. Or maybe you just want to make more money. But is that true for you? Is supervision the ticket, or should you consider taking an alternative path that is within reach, such as quality control or equipment maintenance?

      So, if you never got a degree, will that hold you back? The answer is yes and no. Not having a college degree can hold back your marketability, especially the higher up you get. But not having the sheepskin is not a wall that cannot be breached. As long as you are continually trying to improve yourself, there are no barriers that you cannot overcome. It may require a job change from time to time, but you can usually outlast whoever you find to be a stumbling block if you are already valued at your workplace.

      A person who graduates from the school of hard knocks. Or learns the hard way, often ends up being more emotionally intelligent. This is because they know how to fail and get back up, getting better each time. Instead of cruising through their classroom learning of bookish ideas that may not work so well in the real world, and getting good marks and accolades, they get put in their place from time to time. They learn that they don't want to have that failing feeling and learn to take all measures to prevent failure, not just make excuses for it or cover it up.

      Who should be a supervisor? Not everyone. Supervision in one respect is like a lot of things; many can do it, but few can do it well. There are a number of qualities you need to be able to supervise effectively. You have to have a good bit of emotional intelligence to be able to deal with the grand mess you will be handed. You must have the ability to work around people, who are at times losing all composure, while you maintain yours. You have to be solid emotionally. You will be most effective if you don't even get defensive. While this may be going on, you have to be able to handle the often extreme pressure of multi-tasking.

      Supervision is no job for a perfectionist. Usually, even when you do manage to get everything done, there is quite a bit of ugliness involved along the way. If you are a perfectionist, you will be endlessly reflecting in anguish and remorse over all that you could have done better. You will not come through all the chaos, anarchy, pandemonium, and turmoil looking like Superman, with all of the drama and problems; sometimes self inflicted, by you and your team. You will be managing people who may not have the same due diligence on their job, or are as meticulous as you would be if you were doing their job. But you can't physically do every job in the area all by yourself.

      If you want to be a supervisor because of any prestige that it brings, you will find that the moments of self-pride because of your esteemed position tend to be infrequent and short lived.

      Technical knowledge is important, but it should not be the deciding factor for you to get a supervision job. Granted, many firms don't even know how to objectively choose a supervisor based upon their people skills, even if they wanted to. Or which is just as likely, don't value people skills. So these companies end up relying upon on those who want nothing to do with pleasing people, and instead covet all the technical know-how they can get. Ignoring your people's motivations is a sure formula for failure.

      In my opinion, most supervisors are bad and not worth following. It's not that they are bad employees, quite the opposite. They just don't know what they are doing. It is a case of monkey-see, monkey-do.

      You have to be have very good work habits and can be depended upon to find a way to get the job done, not find an excuse why it didn't get done. There are many more requirements to supervising well, which you will come across as you read this entire book.

      Personally, I can't recommend supervision as a fulfilling career, but I know there are always many people who have the desire to try it at least once. That's how I was too. So, I'll help you to succeed as much as I can, you silly person. I learned and figured out a lot of ways to get by, out of a need to survive. It's time for me to pass them on.

      Gaining the Edge on Being Promoted

      If you are not a supervisor, but still a supervisor wannabe,

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