Replacing key employees or hiring a new herdsman can cause turmoil for you and the rest of your workers. When necessary, promoting good workers from within your staff to key middle management positions works better than hiring an “unknown quantity” from another dairy. Not only do you know more about a potential candidate because he or she has a history with you, but you also have a person who is already familiar with you and the “culture” of your dairy. However, the adjustment required by both you and the employee is significant and the preparation to make the change should not be underestimated.

Before we discuss how to promote a worker, let’s define some management terms. A manager is a person with the responsibilities to:

1. Organize work and workers
2. Train and focus workers
3. Monitor results

A supervisor, by contrast, does not organize work; rather, he learns the “what” and “why” of the work system the manager (or dairy owner) develops. The supervisor is more involved with training his workers than the manager; he is the lead worker with the dual responsibility of working and sharing his work experience with fellow employees.

The manager is generally responsible for monitoring results through records analysis. The supervisor, on the other hand, monitors worker performance – how his fellow workers actually do their job.

Supervisors such as herdsmen, head milkers, head feeders and calf-area supervisors don’t manage – they lead and direct their workers according to the work routines defined by the manager. Yet they are critically important leaders who make certain that workers know and perform their duties correctly.

Supervisors must have leadership skills; they are now the leader of their team. Especially for the good workers – the kind of employee you will be promoting – this is a huge change and a step he or she may not be prepared to make without your help.

Exceptionally good workers are very good followers. They have listened to what their supervisor (or you) has told them and they have followed that direction well. With the promotion, you are asking a really good follower to shift gears and become a good leader. The best worker is not always the best leader. The transition from worker to supervisor requires effort and adjustment on the part of both you and the worker.

Key workers’ responsibility to change
I’ve written articles in the past two issues of El Lechero to identify the changes your key workers must make if they want to move from worker to supervisor. In the August 2012 issue of El Lechero, ( click here to view article) I summarized the formula to move from being a good worker to becoming a successful supervisor happens as the candidate:

1. Learns to make a “connection” with fellow workers
2. Teaches and trains them
3. Judges fellow workers and their actions and work
4. Takes initiative to do something when workers are not working to the standards judged as appropriate
5. Improves talking and listening skills to influence fellow workers to do things right and get the results expected

While these may seem like simple principles, they may not be apparent to a worker who has become accustomed to doing just what he has been asked to do.

I must stress that becoming a supervisor is a continuous learning process that takes time, effort, willingness to try something new and an open mind to listen to you, the dairy owner or another manager, to learn and improve leadership skills.

In the current issue of El Lechero ( Click here to view article) , I identified the attitude required to become successful and to go from good to great. Attitude is the one thing each key worker controls. I described three key attitude factors for advancement and success:

• Constant effort to learn more about their job and about leadership
• Why and how to take initiative
• Persistence is doing things right all the time

Growing workers into supervisory positions
The first step for you to grow your worker to a supervisor is to start with the right candidate. Look for the employee who demonstrates leadership skills. Signs of these leadership skills include the following:

• The worker who has the trust and respect of fellow workers
• The mentality to always want to do better, ask questions and understand why
• The ability to step up and organize fellow workers and make decisions when an unplanned situation occurs
• The capability to communicate to you and to fellow workers with respect and clarity

These are the skills leaders possess. Resist the urge to promote the most skilled or senior worker. If this person is a good worker but lacks leadership skills, you may promote a good follower to a level of incompetence.

Second, ask and sell your candidate on the benefits of moving up to another level of responsibility. Many good workers are reluctant and worried about their ability to succeed as the boss of others. You may need to reassure your candidate that they possess the skills needed for success and that you will help them work through the transition. You may recognize their potential but the good follower may not have that same perception or confidence.

Remind your future supervisor that the move to a new position benefits him (better self-satisfaction and higher pay), benefits his fellow workers – who need a good supervisor – and benefits you as the owner or manager of the dairy who needs the assistance of a person you trust to lead your other good workers.

Finally, supply the “management energy” – your continued support – to grow your new supervisor. The adjustment from worker to supervisor is moving from a follower to a leader. This is uncharted territory for your supervisor but familiar ground for you. Don’t assume too much of your new leader; he has the raw talent within but he may not yet recognize it.

For example, give him criteria to judge the work of others and what is normal versus abnormal about animal conditions that he now must distinguish. Show him how to approach and talk to his fellow workers when correcting them or training them.

Discuss the standards for worker behavior and animal care you expect from him and his workers. Explain that the results you expect are attainable from the effort and the standards you want your leader to extract from his team of workers.

Summary
Worker turnover is inevitable. Recognize the difference between a manager and a supervisor with regard to their level of responsibility within your management structure. When replacing key supervisors, prepare for that change by selecting an individual who demonstrates leadership skills.

A good milker with the correct skill set may be a better calf supervisor than the worker who has experience in the calf area but doesn’t possess leadership ability.

Supervisors perform work as well as direct their fellow workers. The transition from a worker who has been a good follower to become a leader is a huge jump that requires your help and support. You have the experience and know what you expect; take the time to explain and demonstrate that to your new supervisor. PD

Tom Fuhrmann
Vet/President
DairyWorks