Chapter 2. Making the Transition

After you have finished reading this chapter, you should be able to write a specific step-by-step plan outlining your successful transition from the role of an employee to that of a supervisor in the same department.

Last year Marsha was a quiet, unassertive computer operator; today she is an efficient office manager. Last year Craig was a graduate student doing research; today he is supervising the work of a dozen employees. Marsha and Craig have successfully made one of the most difficult transitions of their lives. Last year they were followers—today they are leaders. Could this transition happen to you?

You will probably move into your first supervisory position from a nonsupervisory job within the same organization. You may move up within the same department or be transferred from another section. Either way, you will have a challenging experience ahead of you. To help you explore this transition, let's look at two examples.

Harry and Lin, who just completed such a transition, are the same age, with similar personal goals and track records. They became supervisors for the same organization at almost the same time. Their appointments, however, occurred under quite different circumstances.

Because Harry knew about his promotion three months in advance, he was able to prepare for his new responsibilities by taking a supervision course at a nearby college, doing some reading about management, and working closely as an understudy to the person he was to replace. This preparation was designed to guarantee a smooth transition for both Harry and the organization. Lin, on the other hand, was a regular employee one day and a supervisor the next. Unlike Harry, who was groomed for his new role, Lin became an “instant supervisor,” with almost no opportunity to prepare.

Why didn't Lin receive the same training and preparation time as Harry? The answer is simple: Management cannot always predict supervisory vacancies caused by resignations, transfers, and promotions. Sudden growth sometimes causes the demand for supervisors to be greater than the supply. As a result, management is often forced to fill slots quickly. Every day remarks like the following are being made somewhere:

I realize, Palmer, that you have been with us for only three months and haven't had supervisory experience, but because of an emergency situation, we want you to take over the department tomorrow morning.

It may come as a shock, Susan, because we haven't had a chance to groom you as a team leader, but we'd rather give you the opportunity than to bring in an outsider.

Remember when you came to work, Sam, you said you wanted to be a supervisor within a year? Well, you have made it ahead of schedule. Drop by my office later, and we will talk about salary and other details.

Each month men and women of all ages take their first step up the management ladder without preparation. If it happens so often, why all the fuss? To impress on you that the time to prepare is now.

No matter what your age, education, or experience, you can't predict what opportunities will occur in the future. You can't anticipate when your supervisor will leave or when some other supervisory opening will occur. Even in periods of recession, when some firms cut back, an opportunity may surface.