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Friday, June 17, 2011

Topic: Executive Management

Reference: Petty, Art . “Lend a Coaching Hand to Your First-Time Leaders.” Management Excellence, http://artpetty.com/2011/06/14/lend-a-coaching-hand-to-your-first-time-leaders.html. Retrieved June 16, 2011.

After you have been through the wars of early supervision, you forget about the trials and tribulations associated with being a young manager. Over time, the stress of performance anxiety is replaced by the certitude of experience and the assurance that no matter the outcome it can be salvaged. These are all things that you learn when staffers have failed assignments, delegation didn’t work, and project time is running out.  Many of the people who survive trial by fire, forget about it and move on to other career stages. As a result, survivors of the supervisory survival experience are more likely to apply similar management techniques to apprentice supervisors. However, because you survived the hazing ritual is no reason to adhere to its training principles as a senior manager. There are better ways to initiate young supervisors and junior staff people.  Some of the methods include establishing a mentor program, providing coaching assistance, or providing the new supervisors with training in specific supervisory skills. The referenced article amplifies this theme by encouraging coaching as an alternative to the sink or swim theory of management. “Putting all of those experiences and maxims aside, the only right thing to do is to support your first-time leaders by paying attention and offering frequent feedback.” The commentator advocates allowing new supervisors to make their own mistakes, gain experience and get guidance from more experienced managers.  Steady guidance can make a big difference in the emergence of a young supervisor.  Support and attention to time on task are essential. I agree with this assessment, but it is more challenging than articulated because many young supervisors are afraid to fail, give credit appropriately, and are fearful of looking incompetent to team members. As a result, they either don’t ask for enough advice and support or ignore it.  Consequently, even when offered coaching may be really difficult to implement. The key is to make it available for young supervisors but temper your expectations of how it will impact outcomes. The best thing is to pick the best candidate for the job, give clear directives, and offer as much support to new supervisors as they are willing to take.  However, know that fallout is part of the process.