I think one of the biggest revelations I've had as an entry level professional is that each job is different, each institution works a certain way, and that expectations vary. I know that not every job is going to be the exact same thing because there are way too many variables, but it doesn't mean that there can't be some consistency on expectations. I do believe expectations should include some key components, such as: consistency, effective communication, challenge and support, and respect.
- Consistency: When it comes to expectations of live-in staff I think the most important item to discuss is consistency. Even if it's a staff of two, five, eight, or more professionals at the same level - there should be consistency. Their title is the same, so the job should be the same. If you expect one staff member to spend their day in the office during business hours, but another staff member is able to flex their time and be out of the office running personal errands - that's not consistent. This also is a breeding ground for disgruntled employees. Could that employee speak a supervisor and discuss a day where they can be out of the office running errands because they worked on a weekend or long hours for an emergency call? Yes. I'm not saying that these things need to change. However, if you allow one person to do it; everyone needs to be allowed. There's no easier way to tear a staff apart than to have them well aware of inconsistencies to their treatment at work. It's not easy work. It can be difficult and tiring, but you don't have to make it harder for your employees to do their jobs. Favoritism happens. There will be people that you just get along better with than others, but as a professional and a supervisor you need to be able to draw the lines and make sure treatment is the same across the board for your staff..
- Be aware of the inconsistencies and do what you can to prevent them from continuing or happening again.
- Effective Communication: How do you like to receive information? Can you have a fly by conversation and remember it? Do you need it in writing? Is it better to have a voicemail? If you don't know how you process and retain information that's going to be a problem. Autonomy can be great in a workplace. Most professionals enjoy it. Do you give your staff their own space? If you need something done, how do you ask them for it? Is it an e-mail request, individual phone call...a text message? You will need to find out how you best work with communication, look at the institution's culture, and then you need to ask your staff. Part of being a supervisor and working as a team is making sure everyone has the information that's needed at the time its needed. Are you listening to all of your staff members? If there's a disagreement, do you hear from both before making accusations or judgement? If one staff member is always dropping by your office and talking to you for hours, are you checking in on your other staff members? What are they doing that's keeping them busy in their offices? Are they stopping in to see you frequently? Sure, it's nice to have the time to talk with your staff in a more informal manner, but if it's a constant reaccurence what work is actually getting done? Also, are you discussing business during these meetings? If items are brought up that change how something is done are you making sure everyone knows about it? If not, you need to change how you're communicating with your staff. If you only give one staff member the information no one else will know, thus making everyone's job much more difficult and your office will be less efficient.
- Part of effective communication is making sure that everyone is giving and getting information they need.
- Challenge and Support: There needs to be a balance here. Constant challenge can become too overwhelming and lead to burn out. However, if you're only supported in all that you do you can become complacent. Also, where would growth come from? Thinking everything is great all the time can have a negative impact when/if there was ever a supervisor or position change. If you supervise more than one individual, be mindful of how you are challenging and supporting each of your employees. Is it consistent? How often does it happen? I would also say that some challenge should be down in a one-on-one meeting rather than an open forum, but I also find that having a conversation regarding each person's comfort level could be beneficial and healthy for the working relationship.
- Be constructive when you challenge an employee and show support when they consistently meet expectations or exceed them.
- Respect: You see this and you may roll your eyes because you can't believe that this would be an issue, but it is. Sure, someone joins the staff and you may not have been a part of their interview; what do you do when you don't really like them? Just because your personalities clash, you don't enjoy their sense of humor, or think they have no idea what they're doing doesn't mean that you can't respect them. Some of the better working relationships I've had are with people I don't like. Why? Because we focused on the job at hand, did it well, and then went on with our lives. I didn't have to like them. I didn't have to enjoy their ideas, but I did need to respect them. We all bring something different to the table; which is good, and I think we should strive for more of this. Why do we continue to surround ourselves with like minded people? What exactly does that accomplish in the long run? If you don't have someone bringing in new ideas, new ways of looking at something, or different experience how does that allow you and your staff to grow?
- As a supervisor, you should be the example that your staff follows.
So why did I decide that these are the four important elements to success in a workplace? Because when you don't have these elements or if you're missing some of them it creates a hostile work environment. This leads to quick turnover and unpleasant experiences for staff. I've had bad experiences. I've had really really bad experiences. I've also had some good ones. I looked back on each experience and found that the bad lacked some or all of these elements, and the good had most if not all of these elements.
Sure entry level positions may not be meant as someone's lifelong career, but some people are looking to settle down for 3-4 years before having to move again. They say that the first year in a new position is when you watch, the second year you do, and the third year you make changes. After six years of working for multiple institutions in basically the same role I have learned that this is only the case if it's your first position. With each change of job I've had there's been a learning curve and differences, but the overall aspect of the jobs are the same. If you're not being challenged you're not growing and you become stagnant. As a supervisor, get to know what your employees want, what they're looking for as professional development and growth, and then try to help them get it.
