JOINT BASE SAN ANTONIO-LACKLAND, Texas –
Wouldn’t it be ideal if supervision came with a GPS? While one can dream, the fact is that supervision does not come with coordinates, nor a map in hand. So, how exactly does one learn to navigate supervisory relationships?
Being a supervisor doesn’t come with a step by step list of instructions. Although there are expectations and guidelines, many of these tools are generic whereas individuals are unique. This means we must be flexible and curate a custom approach to all our supervisory interactions.
Yes, this may be much simpler to say than to execute, but difficult does not mean impossible. Some of the most difficult experiences are the ones from which we tend to learn the best lessons.
Throughout my personal trials and errors, I have learned some methods to navigate supervision which others may find helpful.
First, understand that a supervisory relationship is a reciprocal one. Often we expect that the senior ranking member holds the entire responsibility of establishing a relationship. This key pitfall leads to false expectations by assuming that supervisors are already well versed on our personality, and thus prepared to interact with us accordingly. In order to avoid misconception, be transparent. Share your goals, ambitions and insight, yet also be prepared to receive feedback. Mutual understanding is exactly that, give and take. Fostering a reciprocal rapport fends off unknowns and develops a relationship of transparency and trust.
Second, be vocal and candid because communication is the foundation of any relationship. Through communication, we learn and begin to understand one another. Failure to be vocal and candid leaves perception alone to serve as the guide. I think it’s pretty safe to say perception is largely based on assumption, and assumption… well, you know.
To avoid this pitfall and foster the development of a positive relationship, start by establishing a candid rapport so your communication style can be known. Additionally, be attuned and adaptive to your supervisor’s communication style. Being vocal and candid paves the road of open communication and understanding.
Third, be flexible. Flexibility is the key to agility. There are no two relationships alike, therefore, be prepared to draw from a multitude of experiences and their various lessons in order to adapt and thrive. It is important to remember that being flexible does not mean that one should not set boundaries, but rather that boundaries should be somewhat pliable to facilitate growth. Being flexible allows one to respond to change accordingly.
So, while the aforementioned may not pinpoint the exact coordinates of where supervisory and subordinate relationships should be, I hope they will assist along the journey. Ultimately, each interaction, whether good or bad, provides insight for future experiences through growth and development. There may be growing pains from time to time, but rest assured, the lessons learned are well worth the experience.