Subscribe to the Human Capital RSS feed | It is of course appropriate for the boss to be available to assist the crew member if needed. Don’t assume the crew member wants you to wade in. An experienced supervisor will seek to understand the capabilities of each crew member and know the right way to let the crew member know they are available for support, if needed or asked. A crew member should never be unsure whether the boss will support them if asked. It should be explicitly stated early and often enough that people know.
The second type of supervisor is the type that hears about the problems their crew members encounter and first determines if it is the type of problem the crew member can deal with. If it is a problem that the crew member is empowered to solve, the enlightened boss will ask how the crew member intends to deal with the issue.
Oftentimes, the issue that needs to be dealt with is an indicator of a systemic problem — a symptom. One example might be a policy or procedure issue, or perhaps a problem with another department, which the crew member is not empowered to circumvent or change. Those systemic problems are the types of problems that a good leader should be working on for the crew. The objective is to avoid recurrence of problems that the crew members have to deal with.
It is most often best to solve problems at the lowest level. For a plant manager or senior leaders, take a few minutes to reflect on that statement. If a person in a leadership position is constantly allocating time to solve problems, what other things is the leader not getting to?
Can there be corporate finance implications for leaders who work on problems that their crew members can solve? You bet. It’s likely that there will be improvements that languish. Is the maintenance manager consumed with low-level problems and not able to rationalize and optimize the maintenance strategy on a critical system? Is the crew leader not able to dedicate time to a predictive-maintenance program or a root-cause-analysis program that would reduce downtime and increase production availability and profitability? Did you know that the cost of turnover of employees is between 25% and 250% of the employees loaded wages? These costs come from administrative time, training, productivity losses, and quality losses as new employees are brought up to speed. When crew members are dissatisfied, they are much more likely to look for other opportunities.
What can you do to improve? For the next month, every time you are approached with a problem, count to three. Determine if the problem is solvable at the crew level or if it is a systemic problem. If it is crew-solvable, then let them solve it. See how it works out for you, and for your crew.