Readers' Comments
Total Comments: 8
Page 1 of 2
Page 1 of 2
« Previous | Next »
The ABCs (Attributes, Behaviors and Characteristics) of Good Supervision
Total Comments: 8
Page 1 of 2
Page 1 of 2
« Previous | Next »
Free Email Newsletter
| Close | Change | YTD | |
| G | $12.5978 | +0.0013 | +2.59% |
| F | $12.2860 | +0.0333 | +2.98% |
| C | $14.1659 | -0.4366 | -14.46% |
| S | $17.8387 | -0.4776 | -9.86% |
| I | $19.2068 | -0.7342 | -22.43% |
| Close | Change | YTD | |
| L 2040 | $15.9502 | -0.4128 | -12.55% |
| L 2030 | $15.5418 | -0.3515 | -10.73% |
| L 2020 | $15.1884 | -0.2889 | -8.78% |
| L 2010 | $14.8769 | -0.1467 | -3.77% |
| L Income | $13.3265 | -0.0801 | -1.07% |
September 5, 2008
Search:
Custom Search
Home | About Us | FAQ's |
Site Map | Terms of Use |
Privacy Policy |
RSS 
© 2008 FedSmith Inc. All Rights Reserved.
One more good trait for a supervisor
US Army
Thu Aug 23, 2007 8:48 AM
Post Reply
One key people skill trait for a supervisor is using the fact that individuals each have unique working styles, i.e., while one employee is only happy while bouncing among four projects at once, another employee must focus on only one project at a time. Recognizing these styles and using each employee's unique style to time doling out of work assignments can improve overall output as well and improve morale in the office.
Federal Supervisors
GRA, Inc
Thu Aug 23, 2007 9:38 AM
Post Reply
I think Federal supervisors have a much tougher job, when it comes down to it, than private sector supervisors. Private sector supervisors basically have to worry only about making a private and have simpler HR and EEO laws to deal with, and an environment where employees do not have the myriad of appeal rights that Federal employees do.
Federal supervisors have the workload to manage, employees to deal with, but also any number of laws and regulations to administer, and many more stakeholders than the private sector, including politicians, stakeholder groups, taxpayers, Congress, and the unions. I think that individuals who want to be supervisors in the Federal government should be applauded, not criticized.
When is it time for a supervisor/manager to retire.
DHS
Thu Aug 23, 2007 1:00 PM
Post Reply
It doesn't really hurt an agency that much when a "retired in place" employee stays on longer then they should, but there is severe damage to an organization when a supervisor or Deputy SAC remains on the job longer then they should.
So when should a supervisor/manager retire? If the supervisor/manager has received a significant adverse action such as being demoted, s/he should retire as soon as possible especially if the employees have lost respect for the supervisor/manager.
If the supervisor/manager's own sins has clouded his/her judgement in dealing with his employees, it is time to go.
If the supervisor/manager has become such a burden to the agency, employees start hating to come to work, it is time for him/her to go.
Unfortunately, egos are such that the worst supervisors/managers stay on long after they have any worth to the agency.
Each retirement eligible supervisor/manager should look themselves in the mirror and ask "Would the agency be better without me?"
ABC's of Supervision
Air force
Thu Aug 23, 2007 3:16 PM
Post Reply
Well written and very easy to understand. I really think there aren't too many employees out there with the same kind of experience with first-line supervisors that this person had. I have been in civil service only a short time but have been totally disillusioned with the quality and competence of immediate supervisors today. They seem to fit the mold of either a buddy to your face/stab you in the back when it suits them or really stuck on themselves, all knowing and won't allow any waves of new thought or ideas.
This may be over simplistic, or a small sampling, but this is what I have run into. I am not a novice in the work place, retired Air Force, only with the civil service side of government.
OPM Leadership Competencies
U.S. Merit Systems Protection Board
Fri Aug 24, 2007 3:28 PM
Post Reply
Thanks for another good article, Steve!
You hit at the heart of the larger discussion of what competencies supervisors need--even if there should be required training for new supervisors.
This discussion could be expanded to consider how new supervisors are hired and how assessment tools shape the pool of new supervisors in the Federal government. If we want good supervisors, we should start by using the right criteria--such as the ones you list--to hire them into supervisory positions. Training them once they are hired is important, too, but no subsitute for an on-target assessment of those applying for supervisor positions.
The Office of Personnel Management's leadership competencies (www.opm.gov/ses/define.asp) should also play a role in this discussion. What do you, and your readers--think of this set of competencies as core qualifications for supervisors, managers and senior executives?
ABC's of Good Supervisors
IRS
Fri Aug 24, 2007 8:28 PM
Post Reply
As I read your article I couldn't help but reflect on my 20+ years as a supervisor working with upper management and subordinates. As a fairly new manager I was once told by a superior that I was too ameanable with my subordinates. I never quite understood his statement, although his perception did impact the working relationship. In all the various management positions I have held over my career my subordinates have always praised my management style, as I stayed true to the core ABC's you list. Unfortunately there are many manager's that need some remedial training or should not hold the title.
Supervisors
FAA
Tue Aug 28, 2007 8:08 AM
Post Reply
Depressing, a good supervisor is rare in the FAA most are in government service because they were incapable of surviving private industry.