During the last 10 years as the Safety Coordinator at Pasadena Water and Power, I've seen newly promoted supervisors or lead men struggle with the same thing: How do you get your former peers on the crews to take you and your orders seriously?

Out in the streets is a rough place to work - there's the dangers of traffic, high voltage, trenches, heavy equipment, and it's all being watched by the public you serve. However, a more dangerous thing a new supervisor must face is the employee who challenges every request or order to move the job along. Let me share with you the same advice I've always given to new leaders.

The Promotion Role Reversal

Many new supervisors are thrilled to be promoted because of demonstrated skill in getting the job done. But your new role changes the relationship you once had with your co-workers. Maybe you were known on the job as one of the guys who liked to stretch the rules. You knew how to make a 30 minute lunch stretch into an hour. You knew how to delay the job so it ran into a "little overtime."

Now you have to enforce those same rules that you once took liberties with. You need to show your crew that you're no longer the rebellious one; you're the one in charge. That means you need to change how you communicate with your crew. You need a new script.

How to Talk Like a Leader

As soon as the first challenge shows up (even if they have been showing up everyday for the last 10 years, the next one is the first one), take the person aside, look him directly in the eyes and ask for a verbal confirmation that you're in charge. You may want to start the conversation with a statement like,

"I need to speak seriously with you for a moment. Do you realize that I am in charge of this job?"

Don't be confrontational, just firm. And expect an answer to be serious, not some smart remark. It needs to be a yes or no.

How to Answer No

If they say no, say:

"OK, let's make this clear. I've been assigned to get this job done and to lead this crew in the best way I see. Is that clear?"

Remember, your tone of voice is incredibly important. Don't yell. Don't be meek. Don't be challenging. However, ask the question, "Is that clear?" firmly with an expectation that they will answer.

If the answer is still no, you may have to move this conversation off the jobsite and with the aid of your boss or someone from Human Resources. And don't be afraid to have this conversation in front of the Union Rep. Be firm and professional. You have the right to establish an understanding of who is leading and who is following directions. You also have the right to establish an expectation of how work will be accomplished, how instructions will be given and received, and the disciplinary action that will come from altering these expectations.

When They Say Yes

When they say yes, you now have an agreement between the two of you that acknowledges that you are in charge. Here's the next stage of the script:

"Great. Now do you understand that I'm giving you a direct order when I ask you to do something?"

If the answer is no, then it is time to clarify that point.

"Ok, let me make this very clear. Even though we are all friendly and have worked together for years, now my responsibilities have changed and it's my job to get the job done in a reasonable amount of time. When I ask you to do something, I expect you to accomplish what I've asked to the best of your ability, without deviation and without putting it off - unless we discuss your suggestions or changes before you decide to make them. Is that clear?"

It's a yes or no question!

If the answer is yes, say:

"Great. Now, there is one more thing. Do you realize that making changes, not doing what I've asked, or intentionally delaying the job can only be considered insubordination?"

Wait for the answer. Again, it's a yes or no question.

We've gotten to the part of the conversation that will make you a respected leader for the rest of your career. You must make it very clear that not doing what is asked will be considered an insubordinate act and you must report such an act to your supervisor and it will go towards disciplinary action. This is where the new leader balks. You don't want to be looked at as the bad guy - or some more colorful words. You don't want to be the squealer. For the last time, look them directly in the eye and very calmly say,

"Don't make me do that. Let me ask for your suggestions without challenge. Let me direct the job to the best of my ability. Let me expect your best work everyday - without challenge. OK?"

This is the last yes or no question. Wait for the answer.

When the employee says yes at this point, you have taken the first step to establishing yourself as a leader and no longer "just one of the guys." You've made it clear that you want the worksite to be friendly and productive, and that conflict for conflict's sake will be dealt with quickly. It's not a bad thing.

Control the Conversation

Don't be put off by the way I word these questions. They work for me and I've heard them used verbatim with great success. But you need to put your personal style into the conversation with your employees. Just make sure that you retain control of the conversation.

If the conversation is full of laughter and playful, it won't be effective. If the conversation becomes loud and full of colorful language, you've lost control. You need to be the calm, firm leader that is in control. Ask the other person to step away for a moment because the conversation has become heated.

Calmly give employees the respect they deserve, even if it is before they deserve it, and it will be returned to you. And keep in mind the outcomes that you are expecting at the end of this conversation:

• They agree that you are in charge.
• They agree that your requests to do something on the jobsite are a direct order.
• They agree that not cooperating in any way will be considered insubordination and subject to disciplinary actions.

Don't Be Afraid to Take Action

If your environment is really full of challenging employees, the next step is to "write em' up" or issue a verbal warning at the first hint of challenge. Don't allow this conversation to be softened by your unwillingness to discipline those who will challenge you.

Conclusion

For new supervisors, these conversations can be uncomfortable. But it's your choice. You can choose to struggle to get your crews to work by being nice and friendly, and be disrespected for years, or you can be the bad guy for about six months and be the respected leader for your whole career.

LEADERSHIP QUIZ

Lester Pearson: Canadian Prime Minister, Statesman, Nobel Prize winner and skilled wielder of blunt objects.

Who Said It?

By Glenn Demby

Match the following quotes with the world leader who uttered them.

1. "We have nothing to fear but fear itself."


2. "You must not lose faith in humanity. Humanity is an ocean; if a few drops are dirty, the ocean does not become dirty."
   
3. "The nine most terrifying words in the English language are: 'I'm from the government and I'm here to help.'"
   
4. "Politics is the skilled use of blunt objects."
   
5. "We shall not fail or falter; we shall not weaken or tire. . . Give us the tools and we will finish the job."

Mahatma Gandhi
Franklin D. Roosevelt
Winston Churchill
Lester Pearson
Ronald Reagan

*****

Answers:
1. FDR; 2. Gandhi; 3. Reagan; 4. Pearson; 5. Churchill

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