Many organizations subscribe to the policy of promotion from within. Today, many eager employees consistently demonstrate all the capacities of being a “super-worker.” Each and every day, their strengths of job specific skills are viewed by their “bosses.” When that one management position is available, these “super-workers” hungrily vie for that position. And sometimes with hard work, one of these individuals safely reaches that next step up the corporate or management ladder – being a Supervisor.

Now, this highly skilled super-worker is catapulted into an entirely different world of management – supervision. The skills that brought him or her to this new level of supervision are not the same skills required to be successful in this role.

In the previous role, the newly promoted supervisor probably spent the majority of her or his time using job specific skills such as selling or running machinery. This individual was the best of the best. Now, those very skills that provided the access to this new position will be replaced by new skills such as effective interpersonal skills and leadership. Job specific skills will be relegated to the bottom of the skill bucket while these new skills will be at the top.

Suddently, a new picture has emerged. The super-worker is now the supervisor, but in many cases with an empty skill bucket. This is how the promotion of the super-worker to supervisor without further interpersonal development of that individual potentially creates super-failures.

To avoid this costly scenario, assess your current training and management policies to ensure that every new supervisor can demonstrate at least the following:

    * List the 5 functions of a supervisor
    * Define how to be an effective supervisor
    * Set and achieve goals consistently
    * Recognize how to integrate the role of leader and follower
    * Determine how to reconcile current time management demands with future demands
    * Describe 6 strategies to help motivate others
    * Characterize effective communication both personally and organizationally
    * Understand performance appraisals and how to use them as a tool for performance improvement
    * Recognize the difference between training and development
    * List 6 principles for decision making

By accepting that the high performing super-worker cannot automatically turn into the same high performing supervisor without additional development is the one significant action that you can embrace. This action will increase your bottom line and create the high performance organizational culture necessary to be competitive in today’s 24/7 global market place. Failure to take such action will only continue to create super-failures in your organization.

Leanne helps individuals, small businesses and large organizations to double performance in real time. Click here to learn the Secret of Success and sign up for a free monthly newsletter. Please feel free to contact Leanne at 219.759.5601. If you truly don't believe doubling your results is possible, read some case studies where individuals and businesses took the risk and experienced unheard of results.

If you could develop a high performance work culture by increasing the effectiveness of your management team, what would that mean to you?

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