Generals Win Battles but Sergeants Win Wars

 
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Anybody who has been in the military knows it's true. The General might get the credit for an incredible strategy or an inspirational style. But if you want to win battle after battle so that you win the war, good sergeants are the key. It's the same for business.

Leadership is a lot like thunder. There's lots of leadership noise and commotion that gets your attention. But, as the song says, "Thunder's just a noise, boys; lightning does the work." Supervision is lightning.

The work that makes an organization go is the work that happens on the front line. In a business, that's the places where your organization touches the customer. The people that do that job make or break your company with thousands of decisions and actions every day.

And what has the greatest impact on those decisions and those actions? Supervisors.

Supervisors make sure people understand what's expected of them. Supervisors follow up to make sure understanding and performance match up. Skip that part, and you'll leave everybody on the front line to figure things out on their own. That's a recipe for disaster.

The Gallup people did a survey of what makes workers productive. They found that no single factor predicts the productivity of an employee more than his or her direct relationship with the supervisor. In other words, productivity has more to do with supervision than it has to do with training, or salary and benefits, or just about anything else.

Boss's Bottom Line

If you're a front line supervisor, the above can make you a bit cocky. Just remember that part of your job is to help your boss and your organization succeed.

 

Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.

 

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Comments

  • 6/8/2009 6:35 PM Fred Schlegel wrote:
    I'm pretty sure a lot of missed opportunities can be traced to 'Generals' not listening to their 'Sergeants' both in the military and in corporate life as well.
    Reply to this
    1. 6/9/2009 7:48 AM Wally Bock wrote:

      True, Fred. In business, I think this happens most when the supervisors are craft supervisors who execs rarely even meet.


      Reply to this
  • 6/15/2009 9:30 AM Jim Bearden wrote:
    Well said,Wally. It seems to me that one of the requirements for organizational success is what I call "Leadership at the Points of Contact", or as you've said, "where your organization touches the customer". In the absence of effective 1st-line leadership (supervisors), success will often be a situational phenomenon, at best.
    Reply to this
    1. 6/15/2009 10:12 AM Wally Bock wrote:

      I love that phrase, "Leadership at the Points of Contact." Thanks for sharing it.

       

      And you're right. If there's no good supervision, not just at points of contact, but anywhere in the organization, success will either situational or what I call "personal." Over the years I've found stellar front line performers who work their magic without good supervision. But you can't count on that happening.


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