Supervisor Team Quotes

As adults, many of us work for organizations that insist we work in teams, in offices without walls, for supervisors who value “people skills” above all. To advance our careers, we’re expected to promote ourselves unabashedly.

In 21 projects studied that same year, estimates were prepared by a third party, typically a systems analyst. The developers in these cases substantially outperformed the projects in which estimating was done by a programmer and/or a supervisor

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

That was when reality kicked back in and reminded Xander that the woman he'd just spent the past fifteen minutes mentally undressing was going to be in his squad, and that he was going to be her supervisor. He was in so much trouble. There was no way he could be her boss. It wouldn't be fair to her or his team, and it sure as hell wasn't something he could handle. He'd end up spending all his time gazing at her like a lovesick puppy instead of training her on weapons and tactics.

But primarily, the evolution of management is stewardship. A steward takes her responsibilities to guide, coach, mentor, and lead her team with awareness of how her presence helps and hinders. A steward doesn’t manage. She inspires. She motivates. She inquires. She notices. She supports. She partners. Supervisor Larry Robillard of Zingerman’s explained that his role is to facilitate greatness in his people through his actions and words.4 This isn’t an arrogant statement. It’s delivered with genuine care for people.

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.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

When starting out in this field it’s extremely important to remember that, even though you may be an incredibly talented digital artist, part of working in production is the ability to work as a part of a team. No matter how good your reel of previous work is, supervisors and management want to feel comfortable that you are capable of being responsible, efficient and, quite honestly, reasonably pleasant to deal with. Production can be difficult and stressful—nobody wants to deal with personality issues on top of all that.

Sarah Skoterro, in Albuquerque, a veteran of thirty years as a drug counselor, remembered the meth years ago was a party drug. Then, she said, “around 2009, 2010, there was a real shift—a new kind of product. I would do assessments with people struggling for five years with meth who would say ‘This kind of meth is a very different thing.’ ” Skoterro watched people with families, houses, and good-paying jobs quickly lose everything. “They’re out of their house, lost their relationship, their job, they’re walking around at three in the morning, at a bus stop, blisters on their feet. They are a completely different person.” As I talked with people across the country, it occurred to me that P2P meth that created delusional, paranoid, erratic people living on the street must have some effect on police shootings. Police shootings were all over the news by then and a focus of national attention. Albuquerque police, it turns out, had studied meth’s connection to officer-involved fatal shootings, in which blood samples of the deceased could be taken. For years, the city’s meth supply was locally made, in houses, in small quantities. When P2P meth began to arrive in 2009, those meth houses faded. Since 2011, Mexican crystal meth has owned the market with quantities that drove the price from $14,000 per pound down to $2,200 at its lowest. City emergency rooms and the police Crisis Intervention Team, which handles mental illness calls, have been inundated ever since with people with symptoms of schizophrenia, often meth-induced, said Lt. Matt Dietzel, a CIT supervisor. “Meth is so much more common now,” Dietzel told me. “We’re seeing the worst outcomes more often.” In

That voice he tagged as the supervisor. Someone nominally in charge, but really just another janitor who just happened to be sitting one rung higher up the chain.

Here are examples of team norms and agreements: Treat others with respect Listen first to understand Strive to be open-minded and understand each other’s perspectives Practice empathy and put yourself in others’ shoes Give each other the benefit of the doubt Be accountable to the team Have fun and celebrate the wins

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Educators’ lives are filled with opportunities to develop their own social awareness during student and adult interactions. They participate in work groups, such as co-teaching, professional learning programs, faculty meetings, team meetings, data analysis teams, developing common assessments, lesson-study groups, and curriculum development committees. The checklist in the figure below can be modified to fit any type of group activity. It can be reviewed by the supervisor or coach and the educator prior to the activity. After the activity, the educator can be asked to confidentially self-assess his or skills, thereby increasing self-awareness of his/her relationship skills and self-management skills.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

When relationships are not nurtured by a sense of appreciation, the results are predictable:   • Team members will experience a lack of connectedness with others and with the mission of the organization.   • Workers will tend to become discouraged, feeling “There is always more to do and no one appreciates what I’m doing.”   • Often employees will begin to complain about their work, their colleagues, and their supervisor.   • Eventually, team members start to think seriously about leaving the organization and they begin to search for other employment.

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.

Jong-Il’s elite team of bodyguards was one of the most sinister, intriguing aspects of his way of life. He kept 120 of them and preferred them to be orphans; once hired they were not permitted to visit home or to ever leave the Leader’s side. If they wanted to marry, they were only allowed to marry a typist or secretary from a specific unit of the Party, and the matchmaking procedure itself was bizarre. A bodyguard had to apply to his supervisor for marriage, and if the application was approved—likely this decision was Jong-Il’s—the bodyguard would be called to his supervisor’s office on the Third Floor. Twenty photographs were placed on the supervisor’s desk, facedown. Blindly the bodyguard would pick a picture, which the supervisor would then flip over. The woman in the photograph would be the man’s wife. If the bodyguard refused to marry the stranger, he would have to wait another two years before being able to reapply—and this time he would have to marry the girl whose photograph he had blindly drawn, whether he liked the look of her or not, at risk of being dismissed.

curly, waist-length brown hair. One at her workplace “kept touching my hair, pulling my curls to watch them bounce back. Rubbing the top. So when I told her to stop and complained to HR [human resources] and my supervisor, she complained that I wasn’t a people person or team member and I had to leave that position for being ‘threatening’ to a coworker.

Ed Catmull, the former president of Pixar and Walt Disney Animation Studios, believed that levity and play were foundational to building productive, creative teams. This is a theory validated by research: In a study of 352 employees across 54 teams, researchers Nale Lehmann-Willenbrock and Joseph Allen videotaped hourlong team meetings and then analyzed supervisors’ ratings of team performance. The teams that had humor demonstrated more functional communication and problem-solving behaviors, and performed better as a team, both during the meeting itself and over time. It was exactly this kind of playful culture that allowed the teams at Pixar to thrive.

Coaching is unlocking people’s potential to maximize their own performance. It is helping them to learn rather than teaching them.” – John Whitmore, Coaching for Performance

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor. In 2004 this assumption no longer held. The risks of acting too slowly were higher than the risks of letting competent people make judgment calls. We concluded that we would be better served by accepting the 70 percent solution today, rather than satisfying protocol and getting the 90 percent solution tomorrow (in the military you learn that you will never have time for the 100 percent solution).

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.

The client may also raise the question of confidentiality: Who will know about what is discussed between the two of you? This issue will be discussed in a number of different contexts later in the book, but it is important for now to realize that there are some exceptions in practice to the notion that client confidentiality will be upheld at all costs. For instance, information is usually shared in agencies where there is a team approach to treatment decisions. Also, in most settings where students train, there are seminars or other learning situations in which group discussions of cases occur. More importantly, in instances involving certain risks of danger to the client or others, there are exceptions in the law to your right to keep information confidential. You should discuss these issues with your supervisor in advance. You need to find out what exceptions prevail and get some basic guidelines so that you will be prepared and comfortable in talking with your clients about how things work in your agency. Usually, after noting the exceptions, you should be able to reassure the client that no information about her will leave the agency without her written consent.

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

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.

They found that the best results required three things: • that people be given a great deal of freedom in figuring out how to carry out the work—that is, the opportunity to make day-to-day decisions in the project • that team members felt challenged in a positive fashion by the work • that people felt they had sufficient organizational support (resources, a supportive work group, a supportive supervisor who communicated well, and an organizational environment where creativity was encouraged)

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.

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.

Point 1: Four years of software engineering experience. Point 2: Data analysis was his major job function. Point 3: Had C# and C++ programming experience. Point 4: Supervisor constantly said he had excellent report writing skills. Point 5: Trained new team members.

Software Engineer “I’m a software engineer with four years of experience delivering notable results. I’ve created new software and embedded systems via C++ and C# in manufacturing airplane electronics. My current job requires a lot of collaboration with other technical teams as we conduct data analysis that I pull from global databases. I have also trained new team members and engineers on our data retrieval process. My supervisor has stated that I have excellent technical writing skills based on the comprehensive reports and training manuals I’ve produced that have wide circulation among vendors. These skills and experience will allow me to quickly contribute to your organization and be a highly productive part of your team.

Knowing this, I have watched with great interest as Kim Barnas and her team at ThedaCare hospitals in Wisconsin worked at transforming their culture by redesigning the system of daily management. After two years of experimentation, discussion, and study, they found a more deliberative approach to leading a lean healthcare system. By changing the expectations of what managers and frontline supervisors actually do each day, Kim and her team pushed the roots of lean deeper into the organization. This encouraged new ways of thinking, which led to new behaviors. Instead of adding continuous improvement to the list of manager’s duties, improvement became the organizing principle of their work. Thus, a new management system emerged and it was clear that this was the secret sauce that so many had been seeking. Kim discovered that changing a leader’s work content changed the leader as well. From frontline supervisors to top executives, new management duties encouraged everyone to become more respectful, improvement focused, and process orientated. Instead of managing by exception—running after today’s unique emergency—they fixed processes. They standardized processes. In doing so, more improvements to clinical processes remained in place. Projects initiated by frontline caregivers were aligned with the hospital’s major initiatives and relevant to the unit or clinic. Continuous improvement became the working method instead of the extra task.

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