These days most Supervisors recognise the importance of using good communication skills when dealing with their team members. However, sometimes they forget that they are part of another team too- one that involves upper management. The style of communication between Manager and Supervisor will depend to a large extent on the personalities of each- but the following comments will be helpful to Supervisors in most situations:
- Active listening– All good communication uses good listening skills and what is called ‘active listening’. This involves asking appropriate questions at appropriate times and also ‘verbalising’- using different words to confirm what you think the speaker meant.
- Asking questions– When you need to go to the boss with questions, it’s important to not only be clear about what you want to know, but also why you want to know it. This helps the Manager provide the most appropriate responses.
- Making a request– The same rules apply for requests. Give your reasons for making it, with some supporting information- and have more detailed information ready if you need to answer questions.
- Making suggestions– Again, give reasons for making the suggestion, but this time include consequences. What will be gained if your suggestion is implemented? What will be lost if it isn’t? There may be some ‘negatives’ associated with the suggestion and it’s important you include those as well (rather than let your boss think of them) and, if possible, have some remedial actions ready to discuss.
- Passing on information– This should start with a short overall summary statement (so the Manager doesn’t block the communication by continually thinking, ‘Get to the point!’). Once there’s a broad understanding, you can go back and fill in the details- such as background to the incident, what actually happened, how it was addressed and what the outcomes or consequences have been (or are likely to be).
- Receiving instructions– Look for the who, what, when, why and how. If any of these are missing (and you feel they should come from the boss, rather than your own initiative) you should ask at the time, rather than need to come back. Examples of good questions include the Manager’s deadline for completed work and whether progress updates would be helpful.
- Progress updates– Keeping the boss in the loop even when you haven’t been asked to will be appreciated if you can do it in a way that is not intrusive on the boss’s work. A long telephone conversation or knock at the door may come at the wrong time- but a quick email to say ‘All’s going to plan’ with a few dot points on status may be helpful at the next Managers’ Meeting.
- Approval to proceed– The status reports you have sent will make it easier to get approval to move to the next stage or if you need additional expenditure. You should also seek approval if someone from another department (or even your boss’s boss) has asked you to take on a specific task. Remember, you have a direct line of accountability.
- Making judgements– Your boss won’t want to know every little decision you need to make in your work area- that’s what you’re there for. However, neither will the Manager want to know about problems or ‘situations’ only when they’re full blown! Making sound judgements about when to include the boss is one part of being a good Supervisor that does come with time. The more you and your boss get to know each other in the new work relationship, the easier it will be to make this type of judgement call.