New Supervisor Training: To Be Liked or Not to Be Liked...That Is Not the Question

Most supervisors want to be firm with their employees, but also draw a balance with the ability to show empathy and warmth. The reason are simple: Every supervisor wants to be competent in managing their subordinates, but they also want to liked.

"Wanting to be liked" as a motivator is often given an undue bad rap by people, when in fact

"Don't make "being liked" a goal, but an outcome."

it is a worthwhile goal. More often we condemn people with the retort: "You just want to be liked!" Yeah, exactly! This should not carry such a negative connotation. The real question is the "how" of arriving at this goal that makes all the difference. As a new supervisor or first-time supervisor you have an important skill to learn, and that is drawing a balance between firmness and control and warmth and being a democratic leader.

It's easier to be a punitive supervisor than a positive praising leader

It's safe to say that if you are not liked by your employees, then big problems will follow in the way of workplace sabotage, passive aggressive behaviors, back-biting, and the like.

Some supervisors find it difficult to draw this balance. They may correct employees more often than they praise them. In fact, ironically, it is harder to praise an employee than it is to correct them. Why? The reason is also simple. Praising someone will make feel more vulnerable to rejection as you display your softer side, than getting angry at workers and feeling more powerful in front of them--acting one up. This is a tempting elixir potion indeed, and that means it is habit-worthy -- a habit you want to avoid. So, avoid being power hungry as a supervisor.

So, how can supervisors increase positive interactions? Keep reading to find out or see this new program called "Oh! So Easy" 14 Vital Skills for Supervisors

Supervisors need to regular establish communication habits that they can use daily with their employees. These habits of communication will the manager improve interaction with subordinates and grow their reputations as positive, warm, dependable, generous, and constructive leaders who know how to develop their people. All of this this translates to "nice." So nice is not your ultimately your goal. Having employees see you as nice is in fact, a byproduct or result of your skills and abilities in managing people effectively. Can you see that?

Let's begin with approach employees. When approaching an employee for any reason, the supervisor should lead with a statement of something positive so employees do not learn to associate the presence of the supervisor with corrective and punitive role. Avoid having your wonderful face be linked to a negative interaction or other painful exchange that becomes indelible in your employees mind.

Supervisors must understand the power of their words and the impact words have on a subordinate. Employees a hundred feet away can be easily be affected by a manager's tone of voice, non-verbal behavior, even a sigh. And if you are not telling employees what you are thinking--they are making it up as they go along.

Key to being effective is asking employees for their solutions to problems and work unit concerns, and treating them like pros regardless of the positions they hold -- even on the lowest rung of the corporate ladder your employee is a professional. Make the janitor your hero expert and have them "feel" this from you, and you are on your way to being a admirable leader.

Supervisors, in other words, should intentionally interact with their employees when things are going well. Don't just interact with employees when a crisis occurs. Instead, get out of your office so you aren’t seen as a one-person fire department only interacting when problems arise or things go badly.

Participate in small talk--and remember that every word you say will be remembered, indelible, and engraved in stone. Use these small-talk moments to learn about your employees’ needs.

Also, supervisors should praise employees. This is a no brainer, but as a supervisor demonstrate your awe of your employees' past achievements, not just the ones you witness on the job. You will reinforce their enjoyment on the job, help them have a more positive day, and influence their thinking and motivation in how to engage with the organization's goals.

Finally, look for roadblocks to your employees' success. Roadblocks are natural in every process or path that seeks a desired outcome, but more often employees typically try to find workarounds and coping strategies rather than complain. You don't when in fact the manager has an instant solution.

To find roadblocks, pay attention to what is impeding performance. See performance, conduct, attendance issues, absenteeism, and tardiness or attitude problems first and foremost as symptoms of something else, not necessarily the problem itself.

Follow these steps and you will be liked, and the ones that will like you even more will be upper management who have the ability to influence your career for the better.

CLICK HERE AND GAIN FROM THESE SKILLS EVERY SUPERVISOR MUST KNOW
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