Streamline - Spring 2012 - (Page 13)

Basic Management Skills OVER THE YEARS, BY KENNY REYNOLDS VRWA WATER CIRCUIT RIDER I the titles for the people in charge of a public utility, business or organization have changed dramatically along with different management styles. For many who have been in the workforce for numerous years, we remember the title of boss. Often, in some offices, a sign was hung that stated: possible training topics for a new supervisor in the water and wastewater industry include: 1) Rules and regulations such as the Department of Health / Office of Drinking Water, Department of Environmental Quality, Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EPA); 2) Completing employee evaluations, motivating and recognizing employees and disciplining and correcting poor employee job performance; 3) People Personality Type training such as the Myers-Briggs Type Indicator to better understand what makes their employees tick, and how as a supervisor to communicate with them; 4) Customer relations and dealing with difficult people; 5) Communication and listening skills; 6) Teamwork and team building; 7) Training in the company’s Employee Assistance Program or other resources available to assist employees or their families during difficult times; 8) Organizational skills, stress management, and time management; and 9) Finance and preparing a budget. RULE #1—THE BOSS IS ALWAYS RIGHT RULE #2—IF THE BOSS IS WRONG SEE RULE #1 The skills of management and leadership combined are needed for success. This sign probably appears funny to most of us now, but in years past, that was the mentality of many bosses and how business was done on a day-to-day basis. Over the last decades, the words “management” and “leadership” have become more familiar in the business world and have been incorporated into every successful business. You may ask, what is the difference between management and leadership? Mrs. Rosalyn Carter once stated, “A manager takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to.” Rear Admiral, U.S. Navy (retired) Grace Hopper once stated, “You cannot manage men into battle. You manage things; you lead people.” Leadership involves creating vision for your utility, town, or organization, and guiding your employees towards that direction. Management involves focusing on work and having the organizational skills and control to get the work done. The skills of management and leadership combined are needed for success. People are often promoted to supervision from within a utility, organization or business because they have done an excellent job in doing their day-to-day work, but does this automatically make them a supervisor? Many new supervisors go through periods of uncertainty, trouble making difficult decisions and feeling inadequate in their new position. This is often due to a lack of guidance and training furnished to these new supervisors, which in turn may result in future loss of this supervisor or other good personnel due to his or her poor supervisory skills. Every new supervisor should receive training in company policy, standard operating procedures, company employee handbook and labor and employment regulations – even if this employee has worked at this organization. Other The above mentioned items are just a few of the training topics that will be assets to a new supervisor or even a seasoned supervisor. Even though some people may have traits that others comment make them natural born leaders, the importance of training cannot be overstated. Water and wastewater utilities must make a commitment to sufficiently budget for training classes for their employees in order for them to develop professionally and for the future success of the utility. Whether you are new to supervision or have been in your position for years, there is always room for further development. New rules and regulations relating to employment and labor laws, safety programs and water and wastewater regulations require that we must all adapt and further develop our management skills. www.vrwa.org 13 http://www.vrwa.org

Table of Contents for the Digital Edition of Streamline - Spring 2012

From the President
From the Executive Director
Where is Virginia’s Groundwater?
Basic Management Skills
Planning or Piecemeal?
CPEs and YOU
The Sludge Bag
Fracking Rapidly Becoming Unpopular
Amazing We All Learned English!
Springtime Safety – Outdoor Hazards
Spotlight on Western Virginia Water Authority’s Blue Ridge Brawler
Wastewater Math
VRWA’S 24th Annual Exposition Agenda
Throwing My Loop
eLearning Benefits
Membership Application
Do You Know What Your VRWA Benefi ts Are?
Rural Water Review
VRWA Mailbag
Welcoming New Members
Training Calendar
Board Of Directors
VRWA Committees
Index To Advertisers/Ad.Com

Streamline - Spring 2012

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