february2022 - 41

MANAGEMENT
» When selecting a supervisor, more than
just technical skills must be considered.
Photo: 856722006 | kali9 | Getty Images
operation-oriented mindset (looking at
the whole operation for the longer term).
ÜYou will be measured by what you can
control, not what you can do.
So what do you look for in candidates?
Attributes they must have:
ÜPositive attitude toward the organization
ÜIntegrity
Also judge potential candidates in these areas:
ÜPeople skills
ÜManagement skills
ÜTechnical skills
Let's break these down in more detail:
Positive attitude toward the organization: Let's
The pitfalls of
promoting technicians
to supervisors
The best technicians are not always the best supervisors, but the
ones who can see the bigger picture may be the ideal candidate.
At a high level, the job of commercial vehicle
maintenance supervisors is to ensure work is
completed safely, on time, and within budget.
They should be great communicators, inspired
trainers, and expert repair technicians to
keep fleets rolling, shop equipment running,
and drivers happy and comfortable. But these
factors alone do not make a successful maintenance
supervisor.
What skills do shops and fleets look for to
guarantee success? Traditionally, we look for
strong skills and loyalty to the organization.
Frequently, companies advance the technicians
who perform best in the bay, busting out
preventive maintenance and quickly diagnosing
troubles on trucks. We then throw them
into the deep end as supervisors to see if they
swim or drown. Their new team might have
been their buddies last week, which can also
complicate the leadership dynamic.
This kind of promotion can be wasteful, as
the employee with the best technical skills
might not have the right managerial skills,
knowledge, or attitude for success. They might
also be happy where they are. If it does not go
well, you might lose the technician and still
need a new supervisor.
To avoid this, remember that no matter how
skilled a worker, they can only do the work of
one person. They are unleveraged; supervisors'
productivity is highly leveraged. The entire
crew improves if the supervisor's productivity
improves, upwards by a factor of 10.
New supervisors and their bosses often
have trouble recognizing that the skills that
got them considered are not what will make
them great leaders.
The greatest electrician in the world (the
By Joel Levitt
PRESIDENT, SPRINGFIELD RESOURCES
Joel Levitt is the president of Springfield Resources, a
management consulting firm that services a variety of
clients on a wide range of maintenance issues. Levitt
has trained more than 17,000 maintenance leaders from
more than 3,000 organizations in 38 countries. He is also
the creator of Laser-Focused Training, a flexible training
program that provides specific, targeted training on your
schedule, online to one to 250 people.
kind of person who can tell a wire's gauge from
across the room and knows its insulation and
ampacity rating) might fall on their face as a
supervisor until they understand the reality
of the new role:
ÜSkills need to change from technical to
people/management.
ÜPersonal repair/PM time is irrelevant;
average completion time across the team
is what matters.
ÜJob satisfaction comes from developing
people, not individual success.
ÜYou must shift from a repair-oriented to
face it. Supervisors represent the company and
deliver both good and bad news. Will they do
a credible job of representing your interests?
They should also convey the workers' points
of view to you.
Integrity: This means doing what you say and
saying what you do. It is also about showing
character, being accountable, and cleaning up
any messes when they fall short.
People skills: As people enter management,
solving problems relies less on technical
acumen and more on soft skills, or dealing
with and managing people. We want supervisors
who can motivate, teach, resolve conflict,
and work with a wide range of groups (ethnic,
gender, personality types, expertise, ages,
etc.). They also are looked to for motivation,
support, and people dealing with various
human issues. Some of this can be taught, but
much is ingrained in the person.
Management skills: Supervisors must work
with company systems like payroll and timekeeping,
stores and parts, purchasing, CMMS,
and accounting/budgeting. For someone just
off the floor, this might be overwhelming. In
addition, they must keep the PM tasks scheduled,
spare parts sourced, and shop organized.
If there is a union, the supervisor must cross to
the " dark side " and represent the organization.
Technical skills: These are needed, especially
if the supervisor is involved in training and
evaluating work quality. They should also have
expertise in safety both in doing the work and
in-vehicle safety.
Once on the job
The day someone becomes a supervisor, they
become aware of something all leaders experience.
The secret is, being made a supervisor
doesn't make you a supervisor. You must develop
your skills at supervision the same way you
learn any craft.
The supervisor will make mistakes and
learn from them. They can focus attention on
the things around them and be alert for learning
opportunities. You also may have formal
education, attend seminars, or read books about
maintenance supervision. These all contribute
to building an effective supervisor.
February 2022 | FleetMaintenance.com
41
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february2022

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