By / Kevin Burns
There’s a fundamental shift that occurs the moment a front-facing employee becomes the crew’s supervisor, and the quicker you understand the shift, the faster you will get the team’s buy-in.
If you’re a supervisor, there’s a very good chance that you were the rock star employee before you became a supervisor. You were probably a top performer with some pretty decent experience and even better results.
Your employer saw your talent and decided that you were the kind of person that they wanted other employees to be more like. So, they promoted you to supervisor to help the others.
You were the rock star. The hero.
Then, you became a supervisor, and everything changed.
Here’s why it changed for you and how you can harness it to get better results for your team.
If you moved from employee to supervisor, there’s a fundamental shift that occurs the moment you become a supervisor.
You really need to understand that fundamental shift in your responsibilities. You are now the coach, not the star player.
As a coach, your team is looking to you for a very specific set of skills in order to help them.
Your team doesn’t care how good you used to be at their job. They want to know how good they’re going to be with you as their coach. That’s what is most important to them.
They want to know how you are going to help them to be better, more trusted, more respected, and how you will ready them for promotion down the road.
Like any good coach, your job is to improve the individual performance of each of the members of your team. Your primary responsibilities are to help them develop better skill sets, to care about their contributions, to recognize their great results, and to care about their safety.
You are the coach.
And as a coach, you need to make their safety your top concern. When they are safe, they work better. When they feel safe, and valued, and cared about, they give a better effort.
Your role in safety as a supervisor is to give your people what they want from the job so they can turn around and give you what you want.
But as the coach, you must go first. So, go first because that’s what leaders do.
Remember: you don’t need more rules and reminders in safety. You need more of your employees to buy-in. And that takes a very different approach.
“The moment you become a supervisor is the moment you stop being the star player and you become the coach of your team.”
Most companies don’t have faulty safety procedures and they lack buy-in as part of their company culture. There are three steps to improving safety performance and employee buy-in that every supervisor should take. Here they are:
1. Build your overall leadership skills: No one has more influence in safety than frontline supervisors. Being a rock star doesn’t necessarily preclude leadership skills or the specific type of leadership your team needs. Consider training in leadership and teacm building to create a team that buys in for the long haul.
2. Clarify and simplify the safety message: Build one clear and concise safety message that becomes the foundation of your safety communications. The best course is to involve employees in the development of this message, so it becomes something they can all connect with.
3. Engage employees with the benefits of safety: Give employees 52 good reasons to get behind safety and you will engage employees to buy in. Review, discuss, and produce deliverables (where appropriate) on one benefit per week for one year, and watch your safety culture change for the better.
Need more tips and tricks, training, or consultation? Visit kevburns.com and learn what Kev Burns Learning has to offer. ■
