The best supervisors practice behaviors that build healthy staff and healthy teams. Consider these twelve characteristics of a good supervisor and evaluate how you do 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 are 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 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 we will only be successful with one another. I treat them as valued team members and am always respectful.
I do not micromanage.
People need the freedom to figure things out and use their skills and creativity to accomplish their goals. I do not try to micromanage their work.
I craft a healthy team.
Everyone's happiness factor is affected by the health or dishealth of our team. I do all I can to ensure the healthiest team possible and 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 more than that they get a job done. I care about them, their health, growth, and personal circumstances in a holistic way.
