L&D: Where Is the Performance Support For the 1st Line Supervisor?

Create Competence – Not Dependency

Quit trying to do the entire job of the 1st Line Supervisor.

Enable them to do their job.


Supervisors – Managers – Team Leaders – set the expectations, coach, point to resources, monitor & provide feedback, etc.

Have you helped them Learn how to do that?

Or are you skipping over them to address the needs of their people?


Supervisors – Managers – Team Leaders – should be THE Performance Consultants – of the Enterprise – not just the L&D Crowd.

Create Competency – not Dependency.


Flip the 70-20-10 Reference Model to the 10-20-70 – if you’ve got to keep the numbers – and provide proper guidance before bad habits and bad practices become learned and ingrained.


Help Supervisors – Managers – Team Leaders – learn to focus on creating and leveraging the Performance Competence of their people working in their processes.


A Reference From Me

My 2011 book: The Fifth Management Foci

The 5 Foci are:

  1. Alignment
  2. Processes
  3. Practices
  4. Resources
  5. Allowing No Foo Foo in Foci 1-4

The Fifth Management Foci: Allowing No Foo Foo in Foci 1 – 4 – Paperback

The Fifth Management Foci – Kindle Edition

Paperback $10.00 and Kindle $7.50

From the Foreword   –   Richard E. Clark, Ed.D.   –    October 9, 2011

Part of the cost-benefit proposition in this book is that it is a twofer – two books in one.  A significant chunk of the book provides a structured outline and guide to most of the issues one should consider when designing, assessing and repairing the management and performance of an organization. These are the first four of the “Foci” he describes – key concerns such as Alignment, Processes, Practices and Resources for stakeholders.

A shorter but no less fascinating part of the book emphasizes his “Fifth Foci.” In it he uses the management road map he creates to point out the most comprehensive list yet of the unwarranted assumptions, common misconceptions, half-truths and outright lies about management and human performance at work.  He calls it the “Foo Foo Focus” and he trains the crosshairs on the snake oil that is sold for each of the other four focus areas.  This section alone is worth the price of the book. Readers are cautioned to approach it with an open mind because it is likely that everyone will recognize one or more of the misconceptions he points out as a principle that we hold dear.  Yet there is solid evidence to support every one of the Foo Foo strategies he lists.

Most of the recent reviews of research on organizational management have concluded that in general, it is poorly done and in great need of workable solutions.  Guy Wallace’s Fifth Management Foci is a significant step in the right direction.

Google Is Giving Away Its Best Tools for Managers Absolutely Free

When it comes to developing great managers, Google doesn’t leave much to chance. The data-obsessed company famously spent years studying the attributes of effective managers for its Project Oxygen, determining that technical expertise was less important than less-sexy attributes like consistency, delegation, and basic human decency.

Now that it has determined what makes a great manager, what does Google do with that information?

Those hard-won insights aren’t sitting in a drawer gathering dust. Instead, the company has used them to develop a host of training and support documents to help newer managers learn the tricks of the trade, elicit great feedbackmentor colleagues, and run effective one-on-ones.

And here’s the best part: Those documents are available completely free online to anyone who might find them useful. Via the company’s HR-focused Re:Work blog, entrepreneurs and bosses can download the following:

  • Manager feedback survey [Google Forms survey] — Managers need actionable feedback to understand how they’re doing and how they can develop. Use this sample Manager Feedback Survey from Google to gather developmental feedback for your managers.

  • New manager training course materials [slides, facilitator guide, and student workbook] — Learning to manage other people does not necessarily come naturally when someone becomes a manager. Management is a set of skills that can be taught. Review Google’s new manager training materials and adapt them to your organization’s culture and needs.

  • Career conversation worksheet [document] — Google encourages managers to have regular, dedicated career conversations with employees. Help your managers structure these conversations with this simple conversation framework.

  • “One Simple Thing” worksheet [document] — Google’s best managers show care for their teams not just professionally but personally as well. Managers can use this popular goal-setting practice to openly discuss nonwork goals with team members.

  • 1:1 meeting agenda template [document] — Frequent meetings with individual team members give managers a regular opportunity to provide feedback and guidance. This meeting agenda template can help your managers hold effective 1:1 (one-on-one) meetings.

The generous data dump is part of the company’s ongoing efforts to share its knowledge with the world. (Previously, it’s also released a treasure trove of tools for better hiring.) Don’t let the company’s generosity go to waste — test these tools out and see if they can help your managers support your people to do their best work.


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