What are some good techniques for tightening the reigns on my employees without them getting too sour about it

Question

I was recently hired as production supervisor for a certain project that is part of a company. This group had prett much been left without day to day supervision because the Project Manager travels a lot.
The company itself is looser than I am used to (honor system hours, etc.) but this group is even more so to the point the rest of the workers can be a little mad at them.
So how do I tighten the reigns without a lot of whinning from the troops?

In response to jk.....
Things were working and when I interviewed they said they didn't want someone messing it up. Since I was hired it comes across clearly that they want this section to conform to the rest and really start working ahead of the game instead of working in crisis.

Answer 1

Were things working okay before you got there? If so, back off and stop listing to the complaints of others.

If not, cast them in irons and crack the whip.

Answer 2

You know the golden rule? Do unto others as you would have them do unto you?

That's almost right. What works even better is if you do unto others as you would have them do unto you, if you were them. When you're trying to give your project more structure, explain to the employees why it is beneficial for them to have more rules. Let them know that you yourself will be subject to any rules you come up with.

Or better yet, let them come up with their own rules. Explain to them what you want (i.e. you want them to work hard enough so the other employees don't hate them, although you may not want to say it in quite that way). And then, once you have a stated goal, have a brain-storming session where everyone gets to suggest rules and consequences for breaking those rules. After everyone has had their say, go over each of the rules and discuss them and refine them until everyone is satisfied with them. If you have a large group you may want to vote on each rule, but avoid doing that if you can, because it might make people feel like they're being bossed around by the majority.

Your employees will be much more loyal to a set of rules they came up with themselves than a bunch of rules that are imposed on them, regardless of how awesome those rules might be. People are creatures of emotion rather than logic, and you can motivate people to do a lot when you give them control over how they get things done. Plus it's easier to get people to feel loyal to a group than it is to get them to feel loyal to an individual (i.e., you). Do whatever you can to avoid the 'me vs. you' mentality. You're all in this together, and whether you succeed or fail, you do it as a group.

The only time it would be effective to pull rank would be if they refuse to come up with rules that are effective in meeting your shared goals. Sometimes all you have to say is, "come on guys, let's stay focused."

Plus it's important to maintain a balance between being a friend and being a supervisor. If you're their friend, they'll feel loyal to you and they may work harder just to avoid dissapointing you. I've found myself going the extra mile for my supervisor many times because I was afraid of letting them down. But at the same time, no employee is irreplacable, so make sure you're not the kind of supervisor they can take advantage of. Good luck!

Answer 3

Set out a new policy of flex hours, that way they can still choose their hours but work the full 8 hour days. When you do that, make sure to include core hours within all of the times that you approve.

They already know they have to work 8 hours so all your doing is structuring it and making it flexible to fit their needed schedules.

Answer 4

I guess get the work standards well in your own mind; present your expectations clearly and the consequences when those standards are not met. Make it clear that it's not based on personality--but clear results. Bid them all good luck--and don't fraternize and stick with the limits with no apology. Good Luck--you'll make it if you're not looking for friends!!

Answer 5

1. Incorporate every group member into delegated roles of additional responsibilities related to employee / employer relations. Pick the biggest whiner and announce to the group that he or she is the new group spokesperson and that all communications from the group have to go through that spokesperson. Distance yourself from the group's individuals at first. Have prepared a simple written booklet of procedures for the new spokesperson to follow related to formation of a three member rotational committee which allows for every employee to participate on the committee at least once a month in brief lunchtime meetings to hear employee suggestions. The committee must reach a consensus including three possible solutions for each complaint / suggestion. Establish this prodedure and you'll significantly reduce the wear and tear on yourself.

2. Many people develop elaborate behaviors for draining their managers and thus weakening them. For example, in high school, remember the students who asked a thousand totally stupid, time-wasting questions? They were experts at "innocently" monopolizing everyone else's time and spinning the teacher around in useless extra work. They did it deliberately. It's manipulative and sabotaging. Your group sounds like it has some of those students. Whatever your group stresses you with, turn it back around on them and assign them to do the "extra" work. Just as a completely random example, if someone wants to know why they can't have three shorter breaks instead of two longer ones, and someone else brings up the possibility of two longer breaks on M - W - F and three shorter breaks on T - Th , and someone else brings up the possiblity of just doing away with breaks and having an extra half an hour at lunch . . .it's time for you to turn it around on them and assign "homework". Matter-of-factly, say, "These are good ideas. Mark, get me the national stats tonight off the Internet about corporate trends in the workforce related to breaks and which different ways of breaking seem to work out better than other ways. Linda, write up a proposal tonight for us, fleshing out your ideas here. And, Julio, read through a few of these regulations and trade journals tonight and prepare a quick report for (the employee spokesperson) of the OSHA regulations regarding breaks trends in this industry specifically. Let's make this work AND do it legal." Then turn around and walk away. No ifs ands or buts. If all of that goes over their heads, great. They'll think twice about using that ploy of spinning you around with "extra" considerations.

3. Now, if possible, fire one of them the next morning. Be prepared. Set it up beforehand. Pick the one who is the most sabataging and destructive to your group's morale. Get your write-ups and such in line. Do it privately with a witness. You know the drill. Don't replace that person for awhile if possible to put extra strain on the group. Every time they complain, fire another person. Explain then that you have been "authorized" to hire new staff as soon as productivity improves.

4. Don't buck management. Not, yet. But, become a true expert on what the problems are for your employees and fix them creatively. ACT like an SOB in terms of productivity, but ALSO actually work through as many legitimate beefs as possible for your employees.

5. Never promise raises for certain behaviors or connect raises with increased productivity. And, remember. Inconsistency in clinical psychology produces better results than predictable consistency.

6. Role model attitude, work levels, energy, productivity. Never let them see you get behind or rattled or sloppy. The sharper you appear at your job, down to the crease in your pants, the sharper the group will behave. Demand absolute tidiness, even prissy-military tidiness, well-swept floors, immaculant documentation, every burned-out lightbulb changed out immediately, etc. That establishes a hard-nosed standard that transfers to all other behaviors. Cut no slack at first.

7. Never appraoch your group with even the slightest hint of condescending scorn, as though your group are your ignorant slaves or stupid children or whiny troops. Every word from day one that comes out of your mouth, even PRIVATELY, should be pure LEADERSHIP, pure constructive and team building. Your group will rise to meet your expectations of them. If they get a hint of elitism or "superiority" or master-slave crap, they'll fail and they'll make YOU fail, too. Treat people with utmost respect at all times. Even ONE slip-up could doom you. Learn not to speak too often.

8. Learn which of the three management styles (Google it) EACH individual in your group best functions in and tailor / reconfigure your manangement style accordingly from person to person to get optimal performance from the group.