RELATIONSHIPS WITH SUPERIORS

Dependability involves consistently meeting obli- gations promptly. A reputation for being “on time, every time” is worth every effort on your part. Build this reputation early, even before you become a first- line supervisor, and maintain it. Any violation of dependability or integrity will cast serious doubts upon your ability to act as a responsible supervisor. One violation of integrity may take months (or forever) to rectify. Teaching Ability Teaching ability is a vital trait of a good super- visor. A large part of your job will involve instructing personnel in one way or another. Even giving orders is a form of instruction. You should learn and practice the art of public speaking, the principles of on-the-job instruction, and the techniques of conference leadership. People who cannot stand on their feet before a group and express their ideas should not be supervisors. To be a success- ful supervisor, you must be able to train and develop others. RELATIONSHIPS WITH SUPERIORS Your bosses are very important to you. In their hands rests much of your success in your job. Whether or not you like them personally, you must cooperate with them if you hope to advance. Many supervisors rate loyalty at the top of the list of desirable qualities. A loyal supervisor does not crit- icize the boss to others, even if there is cause for oc- casional disagreement. Dependability is another desirable quality your superior looks for in you. He likes to know that when you are given an assignment, you will complete it to the best of your ability and on time. There are few things more annoying to a boss than a subordinate who always has an alibi or who cannot be depended on to do a job. Do not be a “yes” person; but, on the other hand, do not go to the extreme of being a “no” person. Good bosses want subordinate supervisors who are not afraid to tell them tactfully what they think, even if it means telling them that they are wrong. But they do not like having a subordinate who is against every- thing and who stubbornly resists every idea. Self-Confidence Tactful Suggestions Good supervisors have a quiet self-confidence (not an arrogant or cocky manner) based on thorough knowledge of the job and belief in their own ability. Confidence begets confidence. It is amazing to see how people will follow those who have confidence in themselves. Mousy, hesitant supervisors who lack self-confidence cannot inspire confidence in others. On the other hand, beware of arrogance. Some su- pervisors put on such a front of aggressive confidence to hide their own inferiority feelings that they ridicule the opinions of others, dominate conversations, and are arrogant toward others. Such people are much less effective than they think they are. Supervisors who have a quiet inner confidence, which is expressed in their confident manner, actions, and words, are respected and followed. Most bosses resent employees who make it a com- mon practice to tell them bluntly what should be done or what should not be done. It is easy to get your ideas across to the boss without incurring resentment; just put them in the form of a question: “What do you think about this idea?” or “Do you think this would work?” If the boss gives you an assignment that is ob- viously a mistake, tactfully ask about handling it from another angle. However, if the boss insists on carrying out the order as specified, do not argue. Work-Center Status Bosses like to know what is going on in their areas of responsibility, but they do not want to be 3-7