Supervisor Leadership Quotes

To lead by example is to offer your life as a living diarry for others to read. Never make your life pages blank; make some marks there. Many people are reading you.

When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone. My rapture was widely shared. Like many of my countrymen, I went out to buy the best liquors for a celebration with my family and friends, only to find the shops out of stock there was so much spontaneous rejoicing. There were official celebrations as well exactly the same kinds of rallies as during the Cultural Revolution, which infuriated me. I was particularly angered by the fact that in my department, the political supervisors and the student officials were now arranging the whole show, with unperturbed self-righteousness. The new leadership was headed by Mao's chosen successor, Hua Guofeng, whose only qualification, I believed, was his mediocrity. One of his first acts was to announce the construction of a huge mausoleum for Mao on Tiananmen Square. I was outraged: hundreds of thousands of people were still homeless after the earthquake in Tangshan, living in temporary shacks on the pavements. With her experience, my mother had immediately seen that a new era was beginning. On the day after Mao's death she had reported for work at her depas'uuent. She had been at home for five years, and now she wanted to put her energy to use again. She was given a job as the number seven deputy director in her department, of which she had been the director before the Cultural Revolution. But she did not mind. To me in my impatient mood, things seemed to go on as before. In January 1977, my university course came to an end. We were given neither examinations nor degrees. Although Mao and the Gang of Four were gone, Mao's rule that we had to return to where we had come from still applied. For me, this meant the machinery factory. The idea that a university education should make a difference to one's job had been condemned by Mao as 'training spiritual aristocrats.

These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

Oh, that this first-year guy messed up or something like that,” I said. “I would’ve found some way to make sure that he knew it wasn’t my fault.” “Me too. But that’s not what she did. She said, ‘Jerry, you remember that expansion analysis? Well, I made a mistake on it. It turns out that the law has just recently changed, and I missed it. Our expansion strategy is wrong.’ “I was dumfounded listening to her. I was the one who’d messed up, not Anita, but she—with much at stake—was taking responsibility for the error. Not even one comment in her conversation pointed to me. “ ‘What do you mean you made a mistake?’ I asked her after she hung up. ‘I was the one who didn’t check the pocket parts.’ This was her response: ‘It’s true you should’ve checked them. But I’m your first supervisor, and a number of times during the process I thought that I should remind you to check the pockets, but I never got around to asking until today. If I had asked when I felt I should’ve, none of this ever would have happened. So you made a mistake, yes. But so did I.

Many supervisors will tell you what they want are people with energy, initiative, and imagination, but in reality, they feel threatened by people who have different views from theirs, and thus discourage or diminish those who carry bad news or make mistakes. Those who expect to harness the power and muscle of stallions must be self-confident, open-minded, intellectually honest, and also humble.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Adam was the representative head and archetype for the whole human race. But remember, although Eve was given a subordinate role, she remained Adam's spiritual and intellectual equal. She was his helper, neither his supervisor nor his slave. By calling her Adam's helper, Scripture stresses the mutuality and the complementary nature of the partnership. Eve was in no way inferior to her husband, but she was to her husband, but she was nonetheless given a role that was subordinate to his leadership.

One day at the State Department, about two in the afternoon, I was wandering around and ran into a young lady leaving the building. She did not seem to recognize me, or else she didn’t let me know that she recognized me. I asked her why she was leaving so early. “I’m on flextime,” she told me. “I started at seven a.m.” That got me curious; I didn’t know much about flextime. I fell in stride with her and talked about how it worked for her and her fellow employees. I learned more about the program than I had ever heard from my staff. It was a good program, I realized—worth expanding. Meanwhile, she still didn’t acknowledge who I was. To needle her, I said, “Gee, I’d like to get flextime. How did you do it?” “Ask your immediate supervisor,” she responded. “I’ll do that on Monday, after he comes down from Camp David,” I told her. She didn’t miss a beat. “Good,” she said. “I hope you get it.” She went through the door and I stood there not knowing if I’d been had. But I had learned a lot about flextime, a small thing for me, but a big thing for her and lots of my employees.

9 Surefire Signs Your Colleagues Are Toxic Resigned specialist Greg Baer, M.D. once oversaw one of the busiest eye-surgery hones in the nation. However regardless of every one of his achievements and riches, he felt unfilled and miserable which prompted his close suicide. In his look for enduring satisfaction, he took in the extraordinary rule that have prompted the respectable mission of The Real Love® Company which he established: “We educate the genuine significance of adoration, supplanting annoyance and perplexity with peace and trust in singular lives and connections.” Presently a fruitful writer, speaker and business visionary for about two decades, the book that truly got my consideration is Real Love in the Workplace: Eight Principles for Consistently Effective Leadership in Business. In his second standard of “Individuals Behave Badly Because They Don’t Feel Loved,” Dr. Baer says that an absence of bona fide cherish in individuals, particularly those in administration parts, prompts an unfortunate quest for power and control over others. “When we can control the conduct of other individuals, we encounter an impression of energy that quickly gives us a snapshot of alleviation from our deplorable feeling of sadness.” He includes, “The vast majority of us mishandle control each day, yet we don’t remember it since this conduct is so regular in our way of life. Dangerous work practices to know. With a specific end goal to recognize the harsh practices of energy that upsets steadfast laborers and transforms the working environment into a smothering, fear-based weight cooker, Dr. Baer records a few dangerous practices that we may as of now know about, however don’t commonly connect with the power he discusses. It’s a great opportunity to give careful consideration – do any of these look commonplace? 1. Chatter. At the point when individuals discuss others behind their backs, says Dr. Baer, they’re in a position to hurt them and apply control over their notorieties. While you’re tattling companions or associates won’t let it be known, they appreciate that sentiment control and ought to be managed quickly. 2. Withholding data. Dr. Baer cautions of such a person who controls or accumulates data: “You’ve had the experience of requiring data from somebody who delighted in keeping it from you, or who distributed out one piece at any given moment. Your disappointment gave the other individual a sentiment control.” 3. Spilling privileged insights. Dr. Baer expresses, “Huge numbers of us want to share insider facts, in light of the fact that in those minutes we control the discussion.” As soon as you hear the words “Need to hear a mystery?” leave a colleague’s mouth, that is a reasonable cautioning sign you’re working with a dangerous individual. 4. Manhandle of expert. Focus on your administrator. Many mishandle their positional specialist to scare individuals into doing what they need, or to concur with them notwithstanding when the group knows there’s a superior game-plan. A few chiefs neglect to appoint intentionally to control every one of the choices, even the littlest ones. Dr. Baer says, “That approach is wasteful and a misuse of administration, however it gives the supervisor a sentiment (control). 5. Smothering inventiveness. At the point when chiefs pound the immense thoughts originating from their workers that will enhance an item or the business in some respect, it gives them a genuine feeling of energy, at the cost of withdrawing and demotivating their representatives. 6. Feedback. Dr. Baer states, “Discovering deficiency with others is such a simple hobby, and for those with a requirement for control, each twisted incurred is a wellspring of awesome fulfillment.

those who lack self-definition, whether they are children, marriage partners, employees, clients, therapists, or supervisors, will always perceive those who are well-defined to be “headstrong.

With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.

In any type of institution whatsoever, when a self-directed, imaginative, energetic, or creative member is being consistently frustrated and sabotaged rather than encouraged and supported, what will turn out to be true one hundred percent of the time, regardless of whether the disrupters are supervisors, subordinates, or peers, is that the person at the very top of that institution is a peace-monger.2 For Friedman the “peace-monger” is the leader whose own high degree of anxiety leads him to prefer harmony to health, to appease complainers just to quiet them, but who will not actually demand that they take responsibility for their own part in the organizational problem. Throughout this book, we have repeatedly

have always questioned acceptance of a hierarchical “ladder” of professional responsibility in schools. In a relatively flat organization with students at the center of the enterprise, most teachers need resources and support, not a supervisor.

Most supervisors, team leaders, and managers are severely unqualified for Digital Transformation initiatives, they do not understand the impact, depth, scope, dynamics nor complexity of it.

Yes, a senior vice president is very different from a first-time team supervisor, but in the marrow, leadership is leadership is leadership. And no matter the hierarchical levels of the leaders I studied, I found that leadership in hiding—leadership the theys couldn’t see—was perceived as leadership in absence. It

Yes, a senior vice president is very different from a first-time team supervisor, but in the marrow, leadership is leadership is leadership. And no matter the hierarchical levels of the leaders I studied, I found that leadership in hiding—leadership the theys couldn’t see—was perceived as leadership in absence.

If I have any faults as a leader, it would be my overwhelming modesty.

Leadership and the “Yes—But!” Often in the workforce, we get the “Yes—But!” from our team members that takes me into the thought, “Do I have a team member who is in rebellion towards authority, or do I have an honest “Yes—But!” birth from fear of failure? As my mind does wander, I consider when those in authority over me tells me to do something which is an enormous goal; something that seems to be an impossible task; for the day that test my common sense, what would I do, do I just hang back? That is exactly what my team will do if I fail to deal with the “Yes—But!” that is before me.

Managers stop by to make sure you’re working. Leaders stop by to encourage you in your work.

The remarks by Winkler and Somaini made me think of the safety culture I observed at a nuclear power plant early in my career. The organization was run according to key values such as safety, employee empowerment (with a questioning attitude), teamwork, customer service, excellence, and diversity. These values were consciously driven throughout the organization. All employees were empowered to question any order they believed would reduce safety. Supervisors could not penalize employees for such questioning. Everyone was encouraged to think continuously of ways to improve safety. Thus, germination of grassroots ideas from people closest to the work was part of the culture. This produced a highly safety-conscious workforce, superior team spirit, a collaborative relationship between workers and management -- and an excellent safety record.

This culture within FPD influences officer activities in all areas of policing, beyond just ticketing. Officers expect and demand compliance even when they lack legal authority. They are inclined to interpret the exercise of free-speech rights as unlawful disobedience, innocent movements as physical threats, indications of mental or physical illness as belligerence. Police supervisors and leadership do too little to ensure that officers act in accordance with law and policy, and rarely respond meaningfully to civilian complaints of officer misconduct.

willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired.

What is the cost of replacing and bringing up to speed one of your managers, supervisors, or front-line employees who left because they were frustrated with your organization’s leadership?

But that’s not the worst part of this corporate American tradition. The worst? That odious moment occurs when all of the supervisors and their assistants dress up in their Sunday best, and gather at the front entrance to the warehouse-sized building we call home. Think of it as a grand procession headed straight up corporate leadership’s pompous asses. I completely envied every one of my peers who, through the gift of prognostication or just plain old luck managed to request the day off, long in advance. On

No job descriptions or supervisors are needed in the system which creates a virtuous balance between responsibility and reciprocity

Managers today must change from being supervisors of internal performance to being ‘curators of contribution’ from a distributed talent system.

In any type of institution whatsoever, when a self-directed, imaginative, energetic, or creative member is being consistently frustrated and sabotaged rather than encouraged and supported, what will turn out to be true one hundred percent of the time, regardless of whether the disrupters are supervisors, subordinates, or peers, is that the person at the very top of that institution is a peace-monger.

When leaders don't find the way, find new leaders.