Esteemed Peer,
I have recently (and unexpectedly!) been promoted into my supervisors job. It is my first time as a Chevron leader as I have only about 3 years experience in my current technical area. I don't wanna sc--w it up! Give me your tips as to what makes a good supervisor. I'm a good listener, hard worker, and good organizer IMHO. Management seems to trust me.
Put some butter on that roll!
Treat your staff well and they will support you a lot!
I have been a boss at Chevron for decades and never had any input from my superiors other than they liked how I managed them.
OP, I wouldn’t worry too much about asking the subordinates, rank and file staff or anyone at Chevron how it is they would advise you manage your team. I know your intentions are good, but believe me, your boss and your boss’s boss will tell you exactly how to treat your team. My advice is to handle things just the way you want to. Treat people the way you’d like to be treated and you should do fine. But don’t be too kind to everyone. Some employees take kindness for weakness, then look to control you. Be a good boss, but don’t forget you’re the boss.
“Let Russ cook!” Let your people do their jobs without newbie manager interference. Let them make decisions and discuss their rationale with you (so they can be confident in making decisions) but don’t take over and make all decisions. Stay in your own lane. Respect them as human beings. Don’t correct them in public. Shame no one. Walk what you talk.
To be successful you need a good team. Start thinking about who belongs and who you need to get rid of. Also figure out how to replace them with top performers.
Here a few few tips on NOT WHAT TO DO. Rule, don’t lead. Micromanage EVERYONE. Keep them in check by utilizing your power over the PMP straightjacket. Show no empathy at all. Create division within your team because when you put them against each other they will not focus on how terrible of a supervisor they have. Never help them with their career development because your career is the only thing important. Make sure they see that there is a “favorites” club and in order to get there they will have to conform. Just a few tips.
Be careful with the older employee in your group - they can be disgruntled if not handled deftly.
Probably not take leadership advice from a layoff board. Also, just because you’re a supervisor now doesn’t mean you’re a leader.
The worst bosses are the domineering know it all’s who don’t listen to staff experts.
Why do I feel like OP is about to ask us to wire money to Nigeria because his expat package has been delayed? #SoWrongButYouKnowYouLaughed
Don’t rush into it. Listen and learn for 3-6 months before making any sweeping changes. Make sure plenty of face time with staff. Don’t hide behind email or meetings.
Strive to be respected rather than liked. Strive to be fair and transparent. Resist the urge to do their work yourself: let them take longer to do it or fail, and protect them when they do. Recognize that there are multiple sides to every story and seek to listen to different sides before making decisions. Don't pretend to know all the answers-- "I don't know" or "Let me look into it" are respectable responses. Once a year, have your boss get confidential feedback on you from your team. Don't use the Korn-Ferry tool, just have your boss do it through informal conversations. Don't copy things you've seen other bosses do that don't feel right to you. Invest time in writing PMP feedback for your people. Seek advice from places other than layoff boards.
Sorry if I spelled anything wrongly. I’m still learning the language. Some of my team are in their fifties. They seem stoic. Any suggestion?
Troll: Why don't you enroll yourself in a spelling and grammar class to begin with?
Do you own a bullwhip? If not, get one ASAP!
Don’t use terms like “Esteemed Peer.”
Take advantage of any supervisory training offered. Observe good leaders - what can you learn from them. Ask for feedback regularly from your team and then take action. Provide honest, pinpointed to team members. Do what you say you’re going to do.
My advise is to use common sense, build trust, and be honest with your staff. Are they all your age or younger?