The Roles And Goals Of A Supervisor
Gerald Lewis, Ph.D.

Leadership is not something you do to people. It is something you do with people.
-- Blanchard and Zigarmi

As we face the second anniversary of 911, one should consider that since then we have also faced: Anthrax, Afghanistan, Middle East crisis, economic down turn (national, state, local), clergy abuse, belt way snipers, Iraq war, and a variety of other major events that serve as a dramatic backdrop to the day-in-and-day-out personal and professional stresses. 

The American workforce is experiencing an increase in diversity, demands and expectations with a lessening of benefits, services and support. Although the typical reaction is to place blame, this is the fault of no one and is experienced at all levels within the workplace. Further, no one is immune to stress and it may take its toll in any number of ways. What is seen is a decrease in morale along with an increase in anxiety, depression, substance abuse, injuries and accidents, worker’s compensation claims, hostility (at home and at work). Not every one is effected equally, but it is estimated that at any time, between 10-15% of the workforce may experience enough stress that it begins to impact on job performance and personal and professional relationships.

The role of a supervisor has changed over the years. It is no longer the primary task to be sure that the work gets done, regardless of how the people behave in or feel or about their workplace. In recent years, much “progress” has been made with codes of conduct in the workplace. New policies such as drug and alcohol, smoking, sexual harassment, safety equipment, workplace violence, racial/ethnic/age/gender discrimination, ADA, FMLA have attempted to make the workplace a safer place in which to work. So often these policies are developed and then remain in the file drawer or employee handbook with limited if any employee exposure or supervisory training. However, supervisors are often in the difficult position of insuring that these policies are followed.

In addition, supervisors are expected to be sure that their workers are “fit for duty.” In general terms this means that the employees are able to work and able to follow company policies and procedures. If, for medical, psychological, or intellectual reasons the individual is unable to do the job as described and in the manner prescribed, then the person’s fitness for duty should be evaluated. Medically, this may often be an easier task. If a supervisor saw a worker clutch his chest or back, indicating that they were in pain, one would expect that he would be removed from the position and receive a medical evaluation. Unfortunately, “clutching” a panic attack or depressive episode is not as easily determined. Often, emotional difficulties may be hidden or denied by the individual, as well as ignored or misinterpreted by others. Very few individuals will come forward saying: “Hey, I cannot concentrate on my work and I am easily irritated by others and agitated because my sleep has been disturbed and I am drinking more as a result of having a clinical depression.” Nor is it the supervisor’s job to diagnose the cause of the problem. Supervisors must determine if an individual is fit for duty…able to do his/her job as described and in the manner prescribed. If they are aware of an individual who is experiencing job performance difficulties, it should be addressed as quickly and gently as possible. As with any type of problem in life, early recognition and early intervention leads to a more rapid recovery and resolution. 

It is not up to the supervisor to determine if the problem is the result of stress, drugs, depression or family problems. The supervisor should approach the individual with specific, documentable job performance issues. The following are often see job performance difficulties that should be addressed:

• Absenteeism
• Tardiness
• Late returns from lunch, breaks, etc
• Decrease in job performance
• Conflicts with coworkers
• Complains about job, coworkers, management (more than most)
• Concentration, confusion
• Emotional ups & downs
• Isolation
• Change in appearance and or hygiene
• Person shares information about personal crisis
• Too much time away from worksite or on phone

One Simple Suggestion for Supervisors

So often workers only meet individually with their supervisor or department head if: a) they have a complaint/problem; or b) they are the recipient of a complaint/problem. This is a relationship based on negativity… and not one that will promote safety, support, communication and cooperation. Therefore, set up scheduled meetings with each of your employees individually for (at least) 15 minutes (at least) every other week. 

• If possible, meet out side your office, but with privacy.
• Form a relationship. Check in to see how they are doing.
• Give feedback. Positive whenever possible.
• Solicit feedback, input from them.
•  If there is a job performance problem, address it in this setting: 
  • Be specific.
  • Try to address it along with some positive feedback.
  • Ask if there is anything that you can do to help them get their performance “back on track.”
  • Set clear goals/expectations
  • Suggest other resources: occupational health, EAP, colleagues, etc. 
  • Indicate that you will be following up on this at the next meeting.

Real communication is what happens when people feel safe. If you want people to be responsible, be responsive to their needs.

Blanchard, The Heart of a Leader