At some point in almost every service manager’s career, the need to promote someone to the position of service supervisor arises. By the time we need to promote someone, we are normally so busy that we don’t have much time to invest in the process.
What happens many times is we find our best technician, and we tell them that they are going to be the supervisor. We then wish them the best as we walk away. Too many times, that is where the process ends. This often results in an unqualified supervisor who has been set up to fail, and we may have ruined—or lost—our best technician.
There are a number of reasons this is not an optimal approach. First, just because someone is the best technician, it doesn’t mean he or she has the needed qualifications to succeed as a supervisor. The individual may not even desire to be a supervisor, but may take the position expecting the training and support that will lead to success. Without that training, the tech is now in a position that they may not like and aren’t qualified to handle.
Making the Selection
Ideally the process should start long before the need is critical. In working with the technicians, you should find out what their career goals are, and have developed a plan to help them achieve those goals. You should also investigate who the team looks at as a leader in non-technical areas. The best technician will usually be the one they look to for technical issues, but someone else may be their choice for non-technical ones.
After you’ve made an initial assessment of the candidate’s desire and how the team views the individuals under consideration, you could have a further discussion with your potential candidate or candidates and verify that they are interested. While letting them know that there is no immediate need for a supervisor, you could start grooming them for the future.
In addition to observing how well the candidates interact with their fellow technicians, you need to observe how well they deal with customers, especially when problems arise. Do they have the ability to react calmly when the customer is irate? Also, how efficient are they at managing their time, as that skill will become critical as a supervisor.
Starting the process early will let you see if your candidates show interest, and if they start taking the initiative to improve their knowledge and skills. This will tell you a great deal about your choice.
If you didn’t get the process started before you have an immediate need, you should still make your selection on factors outlined above. Doing so will improve the probability of the new supervisor succeeding.
Training is the Key
The training process should start as soon as you have a clear candidate, and should include formal training in the skills needed. While there has never been an industry-specific course for a supervisor, that situation may change in the future.
Until there is industry-specific training available, look for general supervisor-training programs. By searching the internet, you will find a variety of websites that provide information on supervision, customer relations and time management.
I would also recommend developing a list of books you have read that helped you learn your craft and suggest the candidate read those same references. You can also pose problems, whether real or simulated, and ask the candidate how to resolve them to assess their critical-thinking skills.
Keep in mind that the training program can’t stop once someone is promoted into the role. They will need ongoing support and additional training. I would also recommend training them so that, if needed, they could step into the role of service manager.
I can imagine the loud “no” in your mind—why train someone for your very position? But managers have the responsibility to train their replacements. One thing that limits the ability of service managers to advance their career is that they have not accomplished this simple task. If you have a trained candidate in the ready, then the company can promote you and not suffer because they have to hire to replace you.
Be the Mentor They Need
In a company that works properly, every manager should serve as a mentor to direct reports. As a mentor, you will want to continue to help those who report to you so they can succeed at their current positions, while also grooming them for advancement and advocating for them when appropriate.
By following this process, you will likely make the best choice in selecting a supervisor. You will have given them the skills and training needed to succeed in the new role. Providing the ongoing training and support the new supervisor needs will result in the best probable outcome for the department and the company.
This may seem like too much work—it would be much easier just to grab a warm body and put that person in the job. That rarely ends up being the case. When you have a properly trained supervisor, and you delegate the appropriate responsibilities to that supervisor, you will find that you have more time to deal with the important issues affecting your department and possibly reach out to accept broader responsibilities in the company.
