Transitioning from Pervious Position to Supervisor

New Jersey’sProfessional Center Training Academy

Transitioning…

Moving from pervious position to supervisor means…

Losing a competent worker to gain an incompetent supervisor

Transitioning…

Experience Credibility

Transitioning requires adapting existing: •knowledge •skills•behaviors

Shift in Responsibilities

Diagnosis of the client problem

Helping clients Passenger Individual justice Active participant Indirect leadership

Diagnosis of the employee problem

Helping workers Driver Group justice Passive facilitator Directing of

workers

Role Transition…Positive Aspects

You have direct knowledge of the individual workers

You have some idea of how the unit is viewed within the agency and the community

You’ve (probably) thought about how to handle certain situations

You’ve (probably) thought about what should stay and what should change

You know the practices and policies

Common Issues Affecting the Transition

Being caught in the middle between workers and the agency

Age and work experience

Discomfort with getting results through others

Current climate and culture of the unit

High visibility Working with other

supervisors Working test period Power and

authority

Being Caught in the Middle

The job is to handle complaints, resolve grievances, impose discipline

Balance agency demands with human demands…Agency demands of supervisors:

…high quality work, being a team player, follow policy and reporting requirements

Supervisors demand from workers: …compliance, information, communication

Identify the Needs of Management

Learn or clarify your manager’s expectations

Identify important information the manager needs on a regular basis

Establish a structure for the meeting Know the manager’s assessment of your

unit strengths and needs Specify and clarify immediate initiatives Identify sources of managerial support

Age and Work Experience

REQUIRES: Acknowledgment of the differences Respect for the experience Interest in his or her point of view Active utilization of their know-how Recognition of a “generation gap” or “cultural

lag”

Inexperienced supervisor + Inexperienced supervisees = ???

Getting Results through OthersTips for Creating Mutual Respect

Value and communicate acceptance of each staff person as an individual

Focus on the strengths the caseworker brings to the job

Do not impose personal thoughts and values

Communicate with each caseworker on a truly personal and individual basis

Adapted from University of Michigan School of Social Work Training Program for Child Welfare

Supervisors

Levels of Worker CompetencySTAGE ROLE OF SUPERVISOR ACTIONS

Novice0-12 months

Instructor/Teacher(Center of Attention)

TellDemonstrate

Beginner12-18 months

Coach(Model Appropriate Behavior/Practice)

AdvisePrioritize

Set Standards

Skilled18-36 months

Facilitator(Focus on Skill Refinement)

Provides Feedback

Continuously

CompetentConsultant/Mentor

(Be There for the Worker & Looking to the Future)

Fosters High Level of Trust

The “Good” Supervisor

Establishes full and reciprocal communication

Projects attitude of confidence and trust leading to autonomy and discretion

Problem solver based on consensus and cooperation

Values consultative-leadership rather than subordinate-superior

Displays technical and interpersonal competence

Integrates agency and workers needs

Provides psychological safety (accepting, warm, empathetic, respectful, supportive, flexible)

Comfortable with, and implements authority and power (fairness and accountability)

Provides structured procedures and constructive feedback

Balances need for stability with need to change

Communicates effectively up and down

Represents workers and agency effectively