Now more than ever, the success of any organization lies in the hands of its teams. The key to a team’s success, however, is in the hands of their supervisor.
“Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.” ~ Vince Lombardi
Supervisors don’t just manage people – they sit at the hub of influence in your company. Supervisors are on the front lines of communicating company vision, achieving must-win challenges and implementing key initiatives. In order for supervisors to be top-performing, they must be vision-focused, target driven, and leadership-multipliers.
The supervisor must have a clear sense of the company vision and must be able to communicate it.
“It’s your job as a supervisor to know the vision, the Key Initiatives, the Must Win Challenges,” says Communications Manager Tom. “Our executive team does a great job sharing the big picture with everyone, but it is the supervisors that spread it to every department and team.”
Writing targeted goals might come naturally to some, but it doesn’t come easily for everyone. Supervisors must remember this and work hard to keep the entire team on board as they develop their targets. Machine Shop and Plastics Assistant Supervisor Tim finds that posting a printed monthly list of targeted goals – and going over it with his team every morning – helps his team work in a target-driven manner.
“Our intention is to finish the entire list by the end of the month,” Tim says, “And most of the time, we do.”
Author and speaker Liz Wiseman identifies leadership multipliers as people “who make everyone smarter” in her book by the same name, Multipliers. One of the ways that Leadership Multipliers cultivate the potential of every team member is to ensure everyone’s input is solicited in the target-creation process. Educator Insights Director Nancy accomplishes this by asking team members to prepare a list of targets in advance and bring it to share at the goal-setting session. By requesting this in advance, Nancy sets the expectation that all members of the team will speak, and all will be heard. This cultivates leadership potential in less talkative people and balances the group.
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