The new supervisor

[B]By FRANK GIBSON[/B] [I]Special to the Saipan Tribune[/I] [B]Question: I was just recently promoted and now I supervise my friends that I was working alongside of just a few days ago. I don’t want to lose my friends, but I want to do my job well. What should I do?[/B]

Congratulations on your promotion! I imagine that you have been working and hoping for this move upward for some time. I also imagine, assuming that your organization rewards merit, that you obtained your promotion based upon superior performance, skills and capabilities. Congratulations again.

However, from your question I can see that you recognize that your change in status brings, along with, hopefully, a raise and improved benefits and status, some potential problems. Relax, it will all work out. Certainly, there will be some changes in relationships, but it doesn’t mean that you have to give up your friends. Recognize, however, that you will now also be associating more often with the other supervisors and managers at work and possibly in your after-hours social life. Your relationship with your former supervisors and managers will also change.

Promotions from within have advantages over promotions from outside—and of course some disadvantages. Your concern with managing friends, who now must also be viewed as employees, is one of the disadvantages that a supervisor brought in from the outside doesn’t have to face. So, let’s look at the advantages and how those will affect your new relationship with former co-workers.

First off, they know you and, if you are worried about losing them as friends, they probably are your friends and like and appreciate you. Most of them will be happy for you in your promotion. A couple may feel that they should have been selected and you will have to deal carefully with that. In your favor, knowing you makes it easier for them to adjust to a new supervisor. You’re “the devil they know.” Someone new from the outside is an unknown factor who may or may not work effectively with them. It also provides them with an example of success and encourages them to know that the same opportunity could be there for them. Plus, if they are your friends, they will respect your new position and do their best to help you succeed.

Have a meeting. State the obvious, that you’re new at the supervisory job, and let them know that you will appreciate their support, cooperation, and assistance. Also, let them know that you will be happy to talk with any one that is uncomfortable with the new relationship. Leave them with the understanding that you intend to do your job as a supervisor, both accomplishing work requirements, but also looking out for them.

You’re the boss now, but don’t jump right in and make a lot of changes unless that was what you were specifically promoted to do. In most cases you would look around first. As an employee, you might have noted things that you thought needed to be changed. Now look at those things again from a supervisory and company perspective. If you still feel the change is needed, talk with your employees for their perspective and then with upper management, if needed.

As the supervisor, you are now in charge and responsible for the performance of your unit. If an employee has performance difficulties or a conduct problem, you will have to address the matter with the employee and determine what has to be done about it. Follow the rule: praise in public, but criticize in private. You don’t have to show your authority. Your employees know. Remember the bad examples you saw as an employee and avoid doing the same. If discipline becomes necessary, follow the rules. Even friends understand that they are responsible for the consequences of their actions.

Separate work from personal. We live in a close community. Sometimes our co-workers, subordinates, or bosses, are family. Don’t let work interfere with friendship and family relations, and don’t let friendship and family relationships interfere with work. Don’t make work decisions in a social environment and keep work time for work. Be careful about being asked to help your employees make personal decisions. Easily said, harder to do, you say. I agree, but if you look around you see it being done by others who were promoted the same as you were.

Treat your employees with respect and fairness. Don’t show favoritism for your former close friends and don’t use your authority inappropriately against those with whom you might not have been friendly. They are all your employees equally now and you must supervise them equitably, view them and work with them as your team, and evaluate each based upon performance. Additionally, as a supervisor, you are an officer of the company and the company could be liable for any acts of inappropriate behavior or unlawful discrimination on your part.

Set a positive and ethical leadership example for your employees. Make work decisions based upon work rules and requirements, not upon personal relationships. If you don’t, you will fail as a supervisor and, in all probability, your company will have to replace you. You have help. There are usually company rules, regulations, and standards that must be kept. Your employees know this and will expect you to follow them and require them to do so, too. Your manager and the human resource office are there to help you. Ask to attend supervisory management training and any programs that might help you with your job. Get a good management book; go online and research the topic; take management courses at the college. You have many options in your future to help you develop your management skills.

Management is not easy under any circumstances. Some very capable employees turn down promotions rather than deal with the issues that you are facing. Still, look around—many friends and family members that you respect have gone through the same struggle that you are going through now, as they have progressed in life and work. Again, congratulations on your promotion. May you have many more.

[I]Frank L. Gibson, SPHR, GPHR, owner of HR Support, CNMI, has been a resident of the CNMI for more than 14 years. One of the founding members of the CNMI Chapter of the Society for Human Resource Management, he has worked both as a line-manager of human resources and in the Human Resource Office.[/I]