Failing to prepare
We often see managers and supervisors, pushed for time and therefore not preparing for the supervision fully. This sets the manager off on the back foot and will make it much harder for the manager to refer back to cases, examples and previous experience as to support the nature and content of the discussion. This will make the conversation difficult to manage, and risks losing the trust of the employee, particularly if the manager doesn’t have up to date and accurate facts and information to refer to and discuss. Always plan key discussion points ahead of the meeting and ensure you are working from up to date and accurate information.
Being distracted
We would always recommend finding a quiet space and switching off any distractions to allow the manager holding the supervision to focus on the meeting and the matter at hand. Interruptions during the meeting, or being short of time, or not fully focusing on the discussions because you are thinking about your next meeting can affect the overall success of the meeting and therefore negatively impact the employee whose supervision is being held, and their chances of success. Always set aside enough time and focus your attention fully on the matter at hand.
Not practicing ‘active listening’
Active listening is where you make a conscious effort to hear not only the words that another person is saying but, more importantly, the complete message being communicated. This is listening to understand as opposed to listening to respond. Managers will often formulate their response to an employee’s comment during the conversation, which can mean that parts of the conversation are missed, and the manager is not gaining the benefit of the full picture. The art of active listening is not an easy one, but supports managers to ensure they are hearing the full conversation, before deciding how best to proceed in light of that information, as opposed to making snap judgements or decisions.
Not accurately documenting discussions
Arguably one of the most important, but often overlooked, part of the process; we see managers not clearly and accurately documenting the discussions, targets and agreed next steps, or sharing this with the employee following the supervision. This really important step helps to clarify the key discussion points, support agreed and the expectations of the employee moving forward. It will therefore help refresh the employee’s memory and give them something to refer back to. It will also create a clear paper trail for the business, in terms of action taken to support the employee to make any improvements required, or reward and encourage positive conduct and behaviours.
Not following up
A well-run supervision process gives limited value if points addressed, and actions agreed are not actively followed up. This risks the employee losing track of their own improvement points or believing them to be unimportant or not a priority. It can also lead to repeats of the same discussions as little progress has been made. Always make a diary note to follow up on any actions and targets agreed in a timely manner, to ensure the employee keeps in track.
Written in collaboration with Rachel Thompson.
