An ideal manager would be one who shares information
willingly and freely with his associates, who motivates
those around them to achieve their potential, and who
works toward the company's goals at all times.
Although I prefer working with ideal managers, I
realize that they do not always exist.
In this case, I can still get the job done, and try
to motivate my co-workers to do the same.
Yes, ever since I joined the company, I have been
accepting increasing levels of responsibility.
A good manager knows that part of their job is to train
the employees to fill in for them.
Because my manager has shared knowledge with her
direct reports, each one of us can take up part of her
responsibility when she is away, and together we keep
the company running.
I would not presume to say that I do any part of her job
"better," but I am more comfortable and
knowledgeable about computer software and
hardware than anyone else in the department.
When there is a problem or a question, everyone comes
to me for advice.
We have a very hands-on management style, and my
direct boss manages mostly by walking around.
He always gives immediate feedback to his employees.
He has also empowered us to make decisions on the
company's behalf in his absence.
I am a calm and rational person.
If I were to come to an impasse with my supervisor,
I would recommend that we have a discussion in private
about the situation.
If no mutual agreement could be reached, I would accept my
supervisor's viewpoint, unless I felt compelled to
stand my ground on moral or ethical grounds.
Once I get to know the people I am working with, I feel
comfortable delegating my authority, based on the
capabilities and reliability of the individuals involved.
I like to start out with small projects for my
employees, until I get a feel for the team.
I've had the opportunity to work with many excellent
supervisors, but my favorite would have to be the first
one I had right out of college.
He knew that I was still "green," but he allowed me
to make my own decisions.
I would frequently come to him for advice.
He would always ask me what I thought I should do in
the situation.
He knew that I had a good head on my shoulders, but
most of all, he trusted me and empowered me to make
my own decisions.
I work well on my own, and I enjoy having a supervisor I
can go to with questions when I am unsure.
Sometimes, a simple question that is answered early in a
project can help speed the process immensely.
It depends on the positions I would be looking to fill.
For example, if I were hiring a computer programmer,
I would want someone with great technical expertise.
If I were hiring a secretary, I would want someone with
superb office administration skills, computer skills, and
a pleasant personality.
But in general, it's most important to hire people who
will both fit in with the current corporate culture and
add to the bottom line.
Yes, I did have to fire a subordinate in my
last position.
Our company had a very strict policy about when and where
breaks were to be held.
This employee repeatedly disregarded the regulations.
I called him into my office and tried to find out if
there was any reason why he could not follow the rules.
He just shrugged and looked away.
One week and three warnings later, I fired him.
The key is right there in the question you asked.
I ASK people when I would like them to do
something - I do not tell.
Most people appreciate my style of management, and when
they appreciate it, they are much more likely to do
what I ask.
I have worked for several outstanding supervisors, so
let me provide you with a composite of their best
characteristics.
An ideal supervisor would get to know each of his or her
employees on an individual and personal basis.
It is only through getting to know the employees that
the supervisor can utilize them to the best of
their abilities.
The ideal supervisor would also empower the employees,
allowing those who can be trusted to make decisions
on the company's behalf.
And finally, an ideal supervisor would use the team
concept and stress working together toward goals.
I usually have a proactive approach, though I am good at
reacting when truly unexpected situations arise.
For example, two years ago I worked for a local
manufacturing company.
Because of a bizarre series of events, there was a fire
near one of the machines.
All of the employees in the area knew what to do if a
fire occurred because we held biweekly safety meetings to
help head off such a contingency.
We escaped with no injuries and only minor damage.
Yes, I feel very comfortable, because I know that I do not
make decisions on whims - I take the time to analyze the
situation and the possible ramifications of any
decision I make.
Sometimes I am lucky enough to have a great deal of time
to make these decisions; other times, I must make
decisions on the spot.
In either case, I feel confident in my abilities
in decision-making.
When I was working at my previous company, I noticed
quite a bit of friction between two of my co-workers.
After listening to them bicker for several days, I helped
them figure out the cause of their misunderstandings.
The workplace became a much more productive and friendly
place without their bickering.
My reaction to the employee would depend in part on
company policy for such a circumstance.
But if I were the one to make decisions concerning
tardiness or absenteeism, I would first and foremost call
the employee into my office BEFORE the problem
became chronic.
If the employee offered no reasonable excuse for the
problem, and did not correct the situation after our
discussion, I would recommend terminating
the person's employment.
Companies must have responsible, dependable
employees to remain functional and successful.