There is not a week that goes by that I don’t hear of the quandary of a factory supervisor or team leader having problems stemming from their lack of effective people skills. The sad part about this is that, with the right type of training and development, it doesn’t have to happen.
The first mistake is that, many times, it is assumed that the person who is promoted to a supervisory level will already possess or easily be able to develop the people skills necessary to do their job once in the new position. When this happens, one thing is for sure: the new supervisor is headed toward trouble.
In this article, we will explore three key aspects of workplace communication for factory supervisors or team leaders.
As I have mentioned in some of my other articles on leadership, we must begin with the understanding that people in general, not just the employees of team leaders and supervisors, want four basic questions answered about the people they are interacting with. They are:
- Do you like me?
- Do you care about me?
- Can I trust you?
- Do you know what you are doing?
The first thing they want to know is if they are sincerely liked by the person leading or managing them. Employees or team members will know this from how their leader interacts with them. Does the supervisor smile at them, make good eye contact, and use their name? Does their tone of voice truly reflect that they like their employees?
The second thing employees want to know about the person who leads or manages them is whether this person really cares about them. The employee or team member can sense this from the questions their supervisor asks, their tone of voice, and how interested they are in them as a person. Is that leader concerned about what happens to them and their family? Together, all of these can demonstrate that their team leader or supervisor really does care.
Here is the third question your team member or employee wants answered by the person who leads or manages them: “Is this the kind of person I can trust?” Employees know this from the behavior exhibited by the person they are working for. Does their supervisor get out of their office on a regular basis and go out and talk to their team members in their work area? Do they do what they say they will do? Do they return their emails or phone calls in a timely manner? If they don’t, trust diminishes rapidly. A good rule of thumb is to have all phone calls and emails returned within 24 hours or less.
Finally, the fourth question employees have for the person who is leading or managing them is, “Do you really know what you are doing?” Is the supervisor knowledgeable and competent? Have they kept up to date in their field? Are they regularly upgrading their skills in their field as well as their leadership skills? Another indication of managerial competency is demonstrated by how familiar and experienced they are with the position and challenges their employees face on the job.
With those four questions as the base by which to start, let’s move into the three key people skills team leaders and supervisors need to be effective in their roles.
- Giving Clear Instructions and Setting Expectations
Clear and concise instructions eliminate confusion and set employees up for success. Leaders and supervisors should:
- Use direct language to outline tasks and deadlines.
- Break complex tasks into manageable steps.
- Ensure team members understand by asking for confirmation or repeating key points.
The time-tested formula for doing this is:
- Tell them what you are going to tell them.
- Tell them.
- Tell them what you told them or summarize.
Providing clear expectations also includes defining the scope of work and the expected outcomes. When employees understand what is required, they can perform efficiently and with confidence.
- Active Listening to Understand Team Concerns
One supervisory flaw almost all team members and employees despise is the leader or supervisor who is so consumed with themselves that they simply don’t listen.
Many times, this is the supervisor who always has to show their superiority by belittling or putting down their subordinates.
Active listening is a vital communication skill that fosters trust and engagement. It involves:
- Giving full attention to the speaker without interrupting.
- Asking clarifying questions to ensure understanding.
- Paraphrasing what the speaker has said to confirm their message.
- Demonstrating sincere care and concern.
By actively listening, leaders demonstrate that they value their team’s input, which leads to improved morale and stronger working relationships.
- Providing Instructive Feedback
Feedback should be a tool for growth, not criticism. Instructive feedback helps employees improve their performance while maintaining a positive work environment. Best practices include:
- Being specific about what was done well and what needs improvement.
- Using a balanced approach—acknowledge strengths before addressing areas for development.
- Offering solutions and support for improvement.
Providing feedback in a respectful and encouraging manner motivates employees to enhance their skills without feeling demoralized.
Conclusion
Effective workplace communication requires:
- Answering the four questions every employee has.
- Giving clear instructions.
- Active listening.
- Properly giving instructive feedback.
When your team leaders or supervisors do this on a regular basis, communication problems will diminish, productivity will go up, and complaints will go down. If your supervisors and team leaders need help with the things we covered in this article, please reach out to me at my contact information below.
Tom Borg is the founder and president of Tom Borg Consulting, LLC. Since 1996, he has worked with CEOs, presidents, and their leadership teams in over 450 companies and organizations. Through his consulting, mentoring, coaching, workshops, and assessment instruments, he works with his clients at the intersection of leadership, communication, and culture. Tom helps them stop the disconnect and get back on track. You can call or text him at his cell phone: (734) 812-0526 or email him at tom@tomborg.com. Visit his website at www.tomborgconsulting.com. ©All rights reserved.
