I work for an electronics manufacturer with around 500 employees. We operate a cell manufacturing structure. Each cell is controlled by the team working within it and they have complete autonomy to alter standard operating procedures and make other changes as they see fit.
The cell teams are responsible for quality, cost and delivery in their particular area, and for making process and component improvements.
I started working for the company three years ago as a shopfloor employee. Because I had a series of early successes, helping boost productivity and reduce failure rates, I was identified by my employer as a ‘rising star’ and, six months ago, promoted to supervisor of one of the cells.
At first I was delighted; I thought my elevation represented a justifiable recognition of my hard work. However, I now find myself walking a precarious line between my managers on one side and my subordinates on the other.
I don’t feel supported by my superiors in the things I’m trying to achieve. As well as de-motivating me, this is also undermining my relationship with the shopfloor.
One example is that I wanted to improve communication with my cell colleagues so I asked my manager if the company would invest in visual management tools that would help in this. He refused, saying that, if I wanted these tools, so would the other supervisors and this would end up costing the company too much.
I also find it difficult to strike the right balance between friendliness and authority with my former peers. Because I was promoted up through the ‘ranks’, I have experienced resentment from the people who were once my peers, but are now my subordinates. There have been whispers behind my back about me being a management lackey and I have been insulted to my face too, being accused of ‘siding with the enemy’.
So, the shop floor are antagonistic, unwilling to contribute ideas and generally lack interest in making improvements. This is having a big negative effect on the performance of my cell.
I have two questions – How do I ‘manage’ my managers and what can I do to establish authority over those who work for me?
Steve Clark, managing consultant at Suiko, gives the expert view...
First, congratulations on the great progress achieved so far. It would be very helpful to take stock at this juncture and remember why you were initially selected for the supervisor’s role. This should hopefully allow you to resume the confidence and authority required to continue the excellent work you have been recognised for.
The first line of management is one of the most difficult as you are constantly working between the management and the team members. However, all is not lost. As culture and performance are intrinsically linked, an adversarial situation can actually provide a great opportunity to turn things around and really make a difference. As a result, I suggest you use the deterioration in performance as an opportunity and catalyst to change your situation.
First, you need to turn your attention to the team. Clear and simple communication is critical. Get them together and make them aware of the deterioration in performance. It may be that they are not aware of the extent of the problem, but it is important to communicate that the management are starting to be concerned.
It is critical that everyone within the cell feels like they are all in it together. You need to create a burning desire to change and explain to the team that if you don’t take action the management will.
It would be useful to gather the team together to identify where the issues are and look at how improvements can be made. This would also provide a timely opportunity to introduce visual management to track performance.
You mention a cost issue, but my advice is to keep it as simple as possible with good old fashioned pen and paper. It really doesn’t need to be a costly investment to start to get things going properly. And if things take off and successes are made, there is always a good argument that can be backed up with a solid business case for investment at a later stage, should that be required.
Visual management is a very powerful tool when done correctly. Not only can it generate productivity improvements, but it also helps the team see at a glance whether they are winning or losing.
As with all things, when you kick start any process, the devil is in the detail. Ensure you focus hard on demonstrating the great improvements that the team members are making. It is essential that the team are allowed to shine. Share the progress with your peers and managers to generate interest. Your team need to be seen as the heroes who are working hard to make the changes, while you are merely facilitating the process. If your team look good and feel good, they will start to value you as their leader.
Once you have gathered enough momentum, it would be useful to involve your peers and look to roll it out as a pilot across the other cells. Not only will this lift your team’s profile, but it will also help your managers to understand and realise the return on investment.
Adopting such an approach should help to keep the alligators at bay on all sides by allowing you to build trust and demonstrate authority. Keep focused on your obvious strengths and capabilities. Not an easy situation to manage, but over time you should start to see a real change. Good luck.
