When I was first given that supervisor role, my work experience consisted of the six months I’d been on the job plus four years teaching English in Japan. It was a crew of 10, with the average age about double my age at the time with over 300 combined years of experience. It was my job as a supervisor to build relationships and draw out the team’s knowledge to make the right decisions as my experience grew.
This story is a typical one for new supervisors. Often we’re selected to be a supervisor or leader because we were the best at what we do in our previous role in engineering, in the trades, or as an equipment operator. Unfortunately, being effective in those roles doesn’t mean we understand how to be an effective leader, and most often, we’ve never had training in how to deal with people, how to set up processes, set expectations, and all of those elements that make up the toolbox of an effective leader.
My goal in creating OMS Lead was to help supervisors understand these elements of effective leadership, and that starts with ‘knowing what you don’t know’ because that’s the first step in learning. We begin with teaching basic skills, communicating, and connecting with people from an emotional perspective. Coaching these leaders on communicating Why they need their people to do things and inspiring them to want to do it allows the entire team to work towards a common goal.