How do we select supervisors?

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Companies can ill afford for employees to be leaving because of ineffective supervisors. Think about your methodology for picking supervisors. My experience is that most supervisors are chosen because of their technical skills not their people skills. Unfortunately that is not enough in today’s labor force. For the first time in history we have four generations in the work place. It will take more than just technical skills if your supervisors are going to help ensure your company not only survives but also thrives in today’s global economy. When individuals become a supervisor of people (not technical) this often leaves a huge gap on how and if they can relate to people. Companies continue to promote supervisors that have demonstrated they are willing to work hard and some actually know the business. Then they are turned loose, catapulted if you will into the position to fend for themselves. Then by trial and error, mostly by error, they learn hopefully how to be an excellent supervisor. When they fail and they do often the people who work for them suffer and in turn the business is negatively impacted. The solution, unfortunately for many companies is to terminate the supervisor or worst yet they are promoted and the cycle starts all over again.

As with any random process some good supervisors emerge but for most it ends in disaster and the company wonders why its bottom line continues to trend downward. Continuing to put people in supervisors’ position with no plans to give them the requisite skill set necessary to be successful is like the definition of insanity, “Doing the same thing over and over again, expecting a different result.”

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