Key Elements of Effective Supervision

After seven years of serving as a team manager, I recently transitioned to a consulting role in a different department at the same company. While the move was an exciting promotion and I love the job and new group of colleagues, stepping away from a team and management role has been a rather emotional adjustment. I had the privilege of supervising several individuals for nearly all seven years and developed rewarding personal and professional relationships with them. I was invested in their development, maintained a culture of constructive feedback and open communication, and valued our mutual respect and trust. It was a special dynamic built upon years of shared experiences and is difficult to replace.

Supervision and leadership development have been closely intertwined in my experiences. Pre-management, I was told I demonstrated the skills and disposition of a leader. My supervisor at the time saw potential for my continued growth in a management role and the positive impact I could have on the team. As a result, I soon became a manager and needed to intentionally work on enhancing my leadership skills. Throughout my time as a manager, I always sought to continue my leadership development and learn about different techniques and strategies for being a better supervisor. It is also possible to display leadership qualities and enhance leadership skills and abilities without the responsibility of supervising others. Some of the more experienced members of the team expressed interest in leadership and management in the future, and I supported them in taking on new projects and opportunities that would help them develop their skills.

My habits as a supervisor were shaped by what I learned from previous supervisors. Similar to McGraw's (2011) reflection, I also found supervisors can indeed have a "long-term impact on supervisees" (p. 19). Supervisors in a variety of different environments, such as corporate retail employment, on-campus employment, and in my first full-time office job, had significant impacts on my development as a leader. There are a few managers (past and present) whom I consider leadership mentors and role models for effective communication and strategic thinking. We may not always agree, but from that comes several other learning opportunities: how to offer constructive counterpoints, listening without making assumptions, and appreciating diversity of opinions in decision-making. On the other hand, some previous managers inadvertently taught me what not to do if I wished to avoid creating or contributing to a toxic work environment.

When I think about the key elements of effective supervision, it includes what I did (or aspired to do) as a manager, as well as what I hope to experience with current and future supervisors:

• Setting clear expectations and priorities. Few things at work are more frustrating or disheartening than being judged by expectations of which one is unaware.

• Communicating with a reasonable degree of transparency regarding the direction of a department and future plans. No one likes feeling "in the dark" or that they are the last to know something. Feeling left out can foster feelings of negativity and alienation, and individuals are happier and more productive when they feel supported, connected, and informed.

• Understanding the needs and strengths of individuals and groups. Uncovering unique strengths and supporting individualized opportunities for learning, growth, and professional development benefits individual employees and the success of the larger team or department.

• Getting to know others in a genuine and sincere way. Supervisors and supervisees should make an effort to get to know one another, but should use discretion when deciding how, when, and why more personal information is shared.

As a leader without supervision responsibilities, I now must look for other ways to continue practicing and developing my leadership skills. Instead of being responsible for the development of others, I am taking this opportunity to focus on my own professional development, such as giving presentations at work, learning the strategies for success in a new role, attending conferences, and conducting research. Luckily, I feel empowered to speak with my current manager about my needs and interests and am supported with ongoing development opportunities.

References

McGraw, C.E. (2011). Reflections on building capacity as a supervisor in college student services. New Directions for Student Services, 136, 17-25.