The hardest transition.
WHY IT IS DIFFICULT
The skills that made someone a good worker are not the skills of supervision.
WHAT CHANGES
Your output becomes the team's output You succeed through others Difficult conversations become part of the job
WHAT NEW SUPERVISORS TYPICALLY DO WRONG
Continue doing the work themselves Avoid uncomfortable conversations Supervise everything or nothing Take credit or assign blame
WHY THEY DO THE WORK THEMSELVES
It is what they are good at, and it is immediately satisfying.
WHAT TO ESTABLISH
That their job is now the team's performance.
WHAT TO TRAIN
Delegating properly Giving feedback Handling poor performance Planning work Communicating upward and downward
WHY DELEGATION DESERVES SPECIFIC TRAINING
It is not obvious, and it is done badly by default.
WHAT DELEGATING PROPERLY REQUIRES
Explaining the outcome, not the method Providing authority alongside responsibility Agreeing check points Accepting a different approach
WHAT TO PROVIDE NEW SUPERVISORS
Support during the first months Someone to consult Clear authority
WHY CLEAR AUTHORITY
A supervisor who must ask about everything cannot supervise.
WHAT TO ESTABLISH
What they decide alone.
WHAT TO WATCH FOR
Working excessive hours Avoiding a difficult person Team performance falling
WHAT TO ASK THEM
What is hardest.
WHY
They will not volunteer it.
WHAT TO ACCEPT
That the transition takes time, and some people should return to their previous role.
