The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders

The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders

The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders

The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders

Synopsis

As a supervisor, the success of your organization rests in your hands! If you don′t meet the goals set by senior leaders then results will be poor and angry customers will search for new providers of goods and services. The 21st Century Supervisor Training Package will help you improve your skills in these and many other areas: ∗ Communication ∗ Coaching ∗ Business analysis ∗ Computer ∗ Project management ∗ Resource management

Excerpt

Supervisors have long been the backbone of most organizations. Their leadership is often the difference between getting work accomplished and not meeting schedules. They are the buffers between upper management and frontline employees, serving in effect as human barometers for both groups.

The Traditional Supervisor

Traditionally, supervisors were engaged in hands-on management, constantly monitoring employees to detect performance glitches and immediately applying corrective action whenever needed. When an employee went on a short break from work, it was common for the supervisor to fill in until the employee's return. The supervisor's primary focus was not so much leading others as it was getting the work completed on time, even if that required the supervisor to contribute directly to getting the needed results.

Such hands-on management is not bad, but making a hands-on effort the top supervisory priority leads to problems. All too often the supervisor who is participating directly in the actual completion of a job loses his or her perspective on what is happening in the rest of the department. While the supervisor is physically working on one task, other areas of the department suffer. Hands-on management may eventually make supervisors feel they are being driven crazy as they run from crisis to crisis, putting out fires.

Supervisors working in this traditional, hands-on mode are some of the hardestworking people in any organization, yet they often fail to understand the big . . .

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