The best supervisors practice behaviors that build healthy staff and healthy teams. Think through these twelve characteristics of a good supervisor and evaluate how you are doing in these areas.
I Provide clear expectations to those who report to me
I provide clear expectations to those I supervise so they are never surprised.
I am accessible
My most important priority is the success of those who are part of my team. They get the best of me rather than the leftovers of my time and energy.
I am proactive in coaching
Coaching and mentoring is always on my mind. How can I help my staff become more successful and develop them as people personally and professionally?
I provide the resources to get the job done
When I give an assignment I ensure that staff have what they need to accomplish the work.
I give candid and helpful feedback
I am honest, candid and gracious in providing feedback to direct reports. My goal is to help them grow and be the best that they can be. I don't shy away from hard conversations but I am kind in my feedback.
I model what I espouse
I walk the walk and live the talk. What I expect from others I model in my own work and practice. I don't ask of others what I am unwilling to do.
I am collegial in my relationships
My staff are colleagues and not simply my employees. We are a team and neither of us will be successful without one another. I treat them as valued members of the team and am always respectful in my interactions.
I do not micromanage
People need to freedom to figure things out and use their skills and creativity to accomplish their goals. I do not try to micromanage their work which is disempowering.
I craft a healthy team
Everyone's happiness factor is affected by the health or dishealth of our team. I do all that I can to ensure the healthiest team possible and I deal with individuals who create dissonance on a team through relational issues or incompetence.
I insist on healthy practices
Believing that culture is what is created or allowed, I seek to intentionally create a healthy culture while being clear that unhealthy practices, attitudes or words are not part of that culture.
I listen well
Knowing that all good relationships are based on healthy communication, I listen more than I speak and engage my staff in dialogue rather than defaulting to simply telling them what to do.
I care about each individual as a person
My concern for staff is not simply that they get a job done. I care about them, their health, growth and personal circumstances in a wholistic way.