Supervisor Diary: Can I manage staff?

Managing People

Hi, I’m a supervisor. I’m proud of myself for getting this position, and the managers seem to trust me. Trying to share my story as a supervisor, I would like to upload the series to this blog. So, I was thinking how I can start this project to record as ’Supervisor Diary’, which sounds like copying Vampire Diary, but I picked this title because I want to have an intuitive one, and also, it’s really refreshing that I’m having new points of view as a member of management. I will write this series from the management point of view. ‘How do some episodes mean in terms of management?’ That’s what I’m planning to. Ok, now, it’s better to go next paragraph.

Coming down to the cases, I want to make sure the fact that now I have the power to move people, whatever I’m telling them. It doesn’t mean I’m ordering people, but my words are stronger than before. It was a kind of suggestion or asking when I was a staff same like the other, but now it’s like giving them their responsibility without asking. I need to be very careful, I don’t know how I can explain the differences and barriers between them honestly. It’s similar to ambiguity in management, which I want to say. In this case, like between still equilty vs but can be bossy. I’m not finding a correct answer from this project; I don’t expect that at all. I want to share my opinions about managing people, the world of HR.

I believe that the most challenging thing in management is managing people. Perhaps that's why they categorise management into four parts: human resources, marketing, production management, and financial management. Actually, when I studied management at my uni, I thought HR was the smallest part of that. But now I have a totally different opinion. If they find a bottleneck in some part, only they need to do is fix that part, changing the process. However, consider the individuals who are involved in the process. For example, a fantastic relationship can make super high efficiency, but a poor relationship can cause inefficiency right away, even in just one minute. Something happened on my third day. When I asked one staff member to cover another, she was definitely who I trusted. But she answered directly, "No." After that, I asked the next person, and she also said "No." In my head, I questioned myself 'What am I supposed to do?'

Then I realised that the first challenge of being a supervisor is finding a balance between emotional and a realistic person. Getting used to sharing duties and being cool, but giving them motivation and understanding what makes them struggle at the same time. To be honest, is that possible? I know that there's no correct answer, and we cannot find the answer forever. Also, I believe that the ultimate purpose of management should not be to find the answer, but to find the best way to reduce the risk and inefficiency. That actually makes the management difficult. And all we have are different opinions to find the best way, such as balancing between some problems. Anyway, it's impossible to be perfectly managed.

So, in my first week, it was like this flow. That means just confused. It should be fine, of course, or hopefully, it was full of embarrassment and worries.  Wish me luck to be a good supervisor. And please give me some advice, if you have any tips. I believe I will have confidence, truly. I will make it like that. Let me remind myself that I can manage the staff. I have a power. And I need the skills. I’ll figure it out!

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