Do You Really Want to be a Supervisor?

Being a supervisor . . . managing others . . . leading a program staff or production team where you work is often rewarding and energizing. It provides an outlet for your creative passion, and can be a very real way to contribute to your organization and your local community. And of course it can also be difficult, challenging,, disappointing, and a major pain in the neck (or some other portion of your anatomy).

Many times we think becoming a supervisor is more or less expected; the next step on our career. Moving from an individual contributor or team member role to managing a group is often viewed as a right of passage in the organization. That’s great if being a manager is what you really want. But there are so many other ways to make a positive and substantial contribution to your organization.

Taking on a new project, developing a new product or process, taking the new team member under your wing and teaching them how to get things accomplished, looking for ways to exercise your sphere of influence (see: “It’s All About Choices“) to help your team and the organization move forward . . . all examples of “leading” without becoming a supervisor or manager in a more formal sense.

So when the opportunity appears to move into a management role, take the time to ask yourself if you really want to be a supervisor or if there are other ways you can contribute in your current role. Get a good handle on the expectations for supervisors in your organization. Managing a team or a unit isn’t for everyone; make sure it is for you before you step into that role.

Think about it.

Paul

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