- Article by Gayle Hilligoss
Ed. note: As if a supervisory position was not difficult enough, Jesus reminds us that becoming a leader in the church means becoming servant of all. This wise article by Gayle Hilligoss provides great advice that will help you not only do a good job, should you need to step into that position, but do it in a way that will be pleasing to the leaders of your church and to our Lord.
Church office professionals often must step into the role of supervisor or project manager. Sometimes there is very little—if any—notice before the opportunity arises. Be prepared. Whether your task is to guide volunteers, interns, or paid staff, build on your administrative expertise to develop your leadership skill set.
• Pinpoint your goals.
Exactly what are you to achieve in your supervisory position? What is it your team is to accomplish?
• Communicate those goals.
Through team and individual meetings firm up these goals with your team. Allow for their input, but keep the goals specific.
• Appreciate each person’s individuality.
Get to know your people; understand the differences in their personalities and abilities. People are more productive and more enthusiastic about their work when they know their supervisor cares about them as individuals.
• Give clear instructions.
If it is important a job be done a certain way, be sure to give specific how-to. Supervisors make a mistake in assuming workers can read minds or that people will be offended by being told what is expected. For some projects it can be helpful to have each team member write her own brief job description. During a group discussion make any revisions necessary.
• Get team members started.
Obviously, how the process works depends on the type of project. Generally, you will demonstrate what you want done, allow the team member to take over the task, and then check back to see how things are going and if there are questions.
• Trust. But, verify.
Once workers are doing their tasks, respect their ability to perform well. Let them know you believe in them. Make sure they know they can come to you with any questions. Schedule regular checkup times to be sure all is going according to plan.
• Really listen.
Get input from others on decisions affecting them. As the project progresses encourage them to give feedback on projects and to give suggestions on how things could be done.
• Be a role model.
The effective supervisor sets a good example and has credibility. One cannot expect workers to perform with excellence if the supervisor lacks personal commitment. If you handle your time well, are pleasant, and produce quality work, it is likely your team will emulate your style.
• Be supportive.
Workers deserve the support of their supervisor. Look out for the interests of your subordinates. Do your best to see they have the time and equipment they need to do the job expected.
• Utilize resources.
Ours is an information society. Keep yourself on the cutting edge with online services, webinars, on-site seminars, and professional affiliations. Provide printed materials and online resources for those you supervise. Stretch! You can make this project a great learning experience for the team members and for yourself.
• Fill people in on the big picture.
When workers know how their part of the job fits in with the total goal they better understand the importance of their contribution.
• Be objective in dealing with others.
Supervisors must be willing to risk personal popularity to get the job done. Sometimes the task you need to delegate is not a pleasant one, but is a necessary step in reaching the goal. Resist the tendency to believe you must do these kinds of jobs yourself. Your time is best spent on things that cannot be delegated.
• Accept responsibility for your own mistakes.
Even supervisors make an occasional mistake. Stay honest; own up to yours.
• Compliment the worker on a job well done.
Be sincere in showing your appreciation both privately and publicly. Give credit to others for their contributions. If criticism is necessary, do it privately and constructively—and only after you have tried other methods to bring about the changes you want.
• Lighten up.
Take your job seriously, but not yourself. Be the kind of supervisor you would like to work for. Be careful never to get carried away with your own importance. Those who throw their weight around make poor leaders.
You can do this. You can perform with excellence when you are the supervisor.
