YOUR FIRST STEP AS A SUPERVISOR

When you move into your first management role, you will want to keep your eyes open and, as quickly as possible, get the lay of the land. Every position of leadership responsibility entails certain unwritten agreements or ground rules of operation.

• Are you about to encounter some sensitive human relations situations you need to know about in advance?

• Will you be inheriting a problem employee?

• Do any special legal or safety precautions require your attention?

• Does your leadership style differ significantly from that of your predecessor?

• Should you be apprised of some informal reports or unusual protocol?

• Do you know how to handle an incident of employee theft or a problem of sexual harassment?

You hope answers to such questions will come automatically from your new superior either before or shortly after you make your transition. But do not depend on it. You may have to uncover the problems and dig up some answers on your own. Some new supervisors make a list of questions similar to those just given so that they can get answers in advance and avoid unnecessary initial mistakes.

Even if you do an outstanding job of learning which hurdles to jump and which to avoid, the position will likely hold other pitfalls for you to guard against. It is one thing to learn theory and prepare for management, but it's quite another to put that knowledge into practice. No matter how much formal preparation you receive in advance, your first few weeks are critical. If at all possible, you should begin on the right foot.