Eleven Leadership Tips for Supervisors

Rating:
Summary: From the Trenches View of How Supervisors Can Best Lead
Review: Most books about supervisors provide valuable information on how new ones can survive and ultimately prosper. These eleven thoughts instead focus on the potential to lead as a supervisor . . . first by preparing properly and second by building an appropriate focus and environment for positive change. Everyone who young now and expects to be eventually supervising a small organization will find these thoughts pertinent and helpful. The voice of experience is well articulated, and captures the supervisor's self-interest and well as the best interests of the organization. In that sense, these are Machiavellian thoughts . . . but with unemotional objectivity rather than Machiavelli's deliberate and obvious amorality. Most books for supervisors look out primarily for the organization, and short-change the organization by not considering enough how the supervisor has to fit in.

Here is an overview of the advice:

Preparing to Lead -- When you don't yet have a supervisory position, you can be taking positive steps that will help you get one and prosper in it such as getting life experiences "on the job" to understand the perspective of those you will be supervising and getting professional education in the relevant disciplines of leading and managing. In particular, seek out employers who believe in supporting your professional development.

Mentor Selection -- Most people would like to have one, but most don't know how to pick and interest a mentor in them. In doing so, look for people who are good at mentoring, have relevant experiences and whose personality fits with yours.

Who Am I? -- You need to know in what you can excel before you can locate the right development activities and jobs.

Philosophy Evaluation -- Your organization will want to go in directions that make no sense to you. While most seethe or are ineffective in making changes in such circumstances, Mr. McGhee provides practical advice for getting relevant expertise to find out what really needs to be done.

Organizational History -- Every organization has habits (good and bad), and you need to understand them before you decide to join the organization or to make the right choices within it.

Will I Be Allowed to Lead? -- Before taking on any new job, you need to honestly and accurately answer this question because most of the time the answer will be "no."

The Difference between Managing and Leading -- Leading is taking the organization to its next level.

Family Versus Team Approach -- Most new leaders rely on their family experiences as a guide, yet that isn't typically as effective as a team approach is. How many football teams use a family approach to getting results? The discussion is a good one for helping you see the need for a team-based ethic.

Training Versus Developing -- Mr. McGhee makes a strong case for letting people learn by doing.

Fringe Versus Cutting Edge -- Many new concepts are touted as being ready to go when they really haven't been used anywhere. You will often get the best results by checking out the experiences of early adopters before taking a new approach on yourself.

Newly Created Position -- Mr. McGhee points out how you can evaluate the potential and expand it for such positions . . . before you take them on.

I liked the book's advice. I also liked the fact that it is brief and easy to appreciate. I would be remiss though if I did not point out that this book has the highest cost per page of any I have ever seen. The retail price is over one dollar for each full page of text.

After you finish this book, think about how its fine advice could help you better prepare for other important life roles such as being a spouse in marriage.

Rating:
Summary: From the Trenches View of How Supervisors Can Best Lead
Review: Most books about supervisors provide valuable information on how new ones can survive and ultimately prosper. These eleven thoughts instead focus on the potential to lead as a supervisor . . . first by preparing properly and second by building an appropriate focus and environment for positive change. Everyone who young now and expects to be eventually supervising a small organization will find these thoughts pertinent and helpful. The voice of experience is well articulated, and captures the supervisor's self-interest and well as the best interests of the organization. In that sense, these are Machiavellian thoughts . . . but with unemotional objectivity rather than Machiavelli's deliberate and obvious amorality. Most books for supervisors look out primarily for the organization, and short-change the organization by not considering enough how the supervisor has to fit in.

Here is an overview of the advice:

Preparing to Lead -- When you don't yet have a supervisory position, you can be taking positive steps that will help you get one and prosper in it such as getting life experiences "on the job" to understand the perspective of those you will be supervising and getting professional education in the relevant disciplines of leading and managing. In particular, seek out employers who believe in supporting your professional development.

Mentor Selection -- Most people would like to have one, but most don't know how to pick and interest a mentor in them. In doing so, look for people who are good at mentoring, have relevant experiences and whose personality fits with yours.

Who Am I? -- You need to know in what you can excel before you can locate the right development activities and jobs.

Philosophy Evaluation -- Your organization will want to go in directions that make no sense to you. While most seethe or are ineffective in making changes in such circumstances, Mr. McGhee provides practical advice for getting relevant expertise to find out what really needs to be done.

Organizational History -- Every organization has habits (good and bad), and you need to understand them before you decide to join the organization or to make the right choices within it.

Will I Be Allowed to Lead? -- Before taking on any new job, you need to honestly and accurately answer this question because most of the time the answer will be "no."

The Difference between Managing and Leading -- Leading is taking the organization to its next level.

Family Versus Team Approach -- Most new leaders rely on their family experiences as a guide, yet that isn't typically as effective as a team approach is. How many football teams use a family approach to getting results? The discussion is a good one for helping you see the need for a team-based ethic.

Training Versus Developing -- Mr. McGhee makes a strong case for letting people learn by doing.

Fringe Versus Cutting Edge -- Many new concepts are touted as being ready to go when they really haven't been used anywhere. You will often get the best results by checking out the experiences of early adopters before taking a new approach on yourself.

Newly Created Position -- Mr. McGhee points out how you can evaluate the potential and expand it for such positions . . . before you take them on.

I liked the book's advice. I also liked the fact that it is brief and easy to appreciate. I would be remiss though if I did not point out that this book has the highest cost per page of any I have ever seen. The retail price is over one dollar for each full page of text.

After you finish this book, think about how its fine advice could help you better prepare for other important life roles such as being a spouse in marriage.