Yesterday’s CED detailed a significant report by the National Academy of Public Administration (NAPA) on the importance of supervisors to business.
In a word, they’re critical.
As managers of the front line, where the work is actually done, they can either drive productivity or drag it down, the report said. Supervisors have the same power when it comes to retention, no small matter these days. And when grievances or complaints are filed, you can often trace them to supervisory behavior.
What’s the answer? Training and development, said
What to Do
Executives should consider their supervisory cadre as a driving force for organizational outcomes. “While there are costs involved in starting and maintaining programs to strengthen the performance of supervisors, they pale in comparison to the price paid for inaction,” says the
Some recommendations for employers from
- Give development of supervisors the same level of attention you give to development of executives.
- Balance technical competencies with managerial or leadership competencies when selecting and developing supervisors.
- Identify potential leaders and develop candidates early on.
- Hold executives and managers accountable for managing their supervisors.
- Develop an ongoing mechanism such as an organizational climate survey, for determining the performance and capabilities of the supervisory cadre.
- Develop a mechanism for recognizing and rewarding first-line supervisors.
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