Handling Personal Problems

Correcting Mistakes Giving Credit When you think you need to correct a mistake a worker is making, unless safety is involved, make the correction through those who deal directly with the individual. The worker takes orders from an immedi- ate supervisor, and that supervisor may have valid reasons for having the person perform in a certain way. Delegating Authority Good supervisors soon learn to delegate work. They develop their subordinates to the point where they can delegate to them all the routine work. Then the supervisors have time to handle personnel prob- lems, study, and do the necessary planning and crea- tive work. Training Personnel Train at least one person to handle your position, and do not be afraid that the person you train will sur- pass you. Supervisors who train and develop subordi- nates make possible their own advancement, because higher-level managers want good people in every billet. Good supervisors provide for each person in their unit. They encourage their people to take advantage of educational opportunities. When the group person- nel feel that a supervisor is interested in their welfare and that the job offers more than just pay, they de- velop a strong sense of cooperation and loyalty. Setting an Example An important part of your job is to set an example. Supervisors who are enthusiastic about their jobs, who are friendly and good-humored, and who foster harmony among their associates, do much to create a cooperative attitude in their group by their own exam- ple. Always give credit where credit is due, and never forget to pass on any credit given to you. Good super- visors give full credit to the team. Frequent and sin- cere praise is a wonderful incentive to individuals and to the group as a whole. Handling Personal Problems Personal problems arise almost daily in any group of people. You must tactfully handle each problem. Rumors about any of your personnel, disputes be- tween personnel, family troubles, and similar situa- tions can disrupt the efficiency of the group. Usually, positive action from you is required. Try to solve problems that arise in your work cen- ter or between crewmembers, if solving those prob- lems is within your capability. This does not mean that you should act as a chaplain, a marriage coun- selor, or a psychiatrist. It does, however, emphasize the need for you to be able to recognize the problem- atic symptoms that require special help so that you may arrange to have those problems placed in the proper hands as soon as possible. In each case, first listen and get all the facts. Then tactfully bring about a solution so that all personnel concerned may work in harmony. The best course of action is usually to face problems squarely and hon- estly, bringing them out into the open on a one-to-one basis and solving them before they become major situations. Breaking in New Personnel Breaking in new personnel is a vital facet of your job as a supervisor. Suppose you are in the middle of a rush job. You are behind in your paperwork. You have been called to the phone unceasingly. Nothing has gone right. Then, right in the middle of it all, a new crewmember arrives. The most important thing at the moment is to get this person off to the right start. 3-9