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Over the last 20 years, we have had the opportunity to read hundreds of books on leadership, supervision, and management. Each of the books we invested in seemed to have ideas we were able to use in our managerial careers, as well as share with our business clients. So, it would seem that the last thing we need is another book on supervising and managing employees!
However, there are three reasons we have taken the time to put our thoughts on paper. First, after having the opportunity to train thousands of new and experienced supervisors and managers, we feel we have a solid understanding of what skills it takes to be a successful leader in today’s business environment.
Second, we wanted to concentrate on the personal and people skills required to be a great leader. We have found that most people in supervisory, managerial, or other positions of leadership have extremely strong technical skills. In fact, people are usually hired and promoted based on how well they do the “operational” functions of a position. Although strong in technical skills, our experience has found that most people in positions of authority are not equally strong in their people skills. To continue up the ladder of organizational success, we must be willing to “fine-tune” relationship-building skills. This book concentrates on these necessary skills.
Third, we wanted to write something on supervision that people would want to read. The Manager’s Pocket Guide to Leadership Skills is a shortened, concise version of The Competent Manager (HRD Press, 1999). We hope this book will provide you with enough information to improve your skills in managing and leading people, as well as be easy to read. Although the reading is intended to be easy, building the skills and going through the associated growth process described in each chapter will be challenging. It will take hard work on your part.
We use the term supervisor and manager interchangeably. Our reasoning for doing so is twofold. First, we have found little consistency in how organizations decide whether someone is a manager or a supervisor. In one organization, a person with certain responsibilities may be called a supervisor, but in another organization, a person with the same responsibilities may be called a manager—or even a vice president. The second reason we overlap the terms is that we believe the people-related skills required by both supervisors and managers—and even vice presidents—are identical. The responsibilities may be significantly different, but the people-related skills are basically the same.
As we share our ideas, it is important to realize this book for what it is: insight from two consultants on the skills needed to be a great supervisor or manager. We are the first to agree that the information will not work in every situation. You will have to adapt the material to meet your unique needs and situations. At the same time, we are also convinced that if managers and supervisors would apply the skills we have described, they would eliminate about 90% of the consulting work we do today in most organizations!
The bottom line: The skills presented here will work, if you are willing to learn and then practice them. If you are willing to invest the reading time, as well as the skill-building practice on the job, we promise that you will be proud of the results. You and your employees will accomplish more…and everyone will gain more enjoyment from working together. We wish you success!
P.S. When you do a better job as a supervisor, you will also sleep better at night!