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Supervisor Development Series Part 3: Setting Up New Supervisors for Success

Male and female employees having a conversation while sitting across from one another at a desk

Part 1 of this series focused on Identifying and Developing Future Supervisors, and provided skills and resources that can help you in developing team members prior to their entry into a supervisory role. This month, we will be focusing on those who have achieved this opportunity. Becoming a supervisor for the first time is one of the most pivotal transitions in a person’s career. It’s also one of the most vulnerable periods for a new leader. The first six months can make or break a supervisor’s long-term success. As a manager, your role in supporting new supervisors is not just helpful—it’s essential. Through structured development, intentional exposure, and strategic support, you can create a powerful foundation for leadership growth.

The Importance of the First Six Months

The initial six months create a steep learning curve for new supervisors, often marked by an overwhelming amount of information. They are not only learning new technical and procedural responsibilities but also navigating a significant shift in identity—from peer to leader. Without the proper support, many flounder, lose confidence, or adopt counterproductive habits. Managers must be proactive in preparing new supervisors to lead effectively and confidently. 

Due to compliance mandates and limited bandwidth, we’ve observed that many managers rely heavily on the mandatory UC People Management Certificate courses during this period to ensure that new supervisors receive the basics on “soft skills” and University policies and processes. These courses aim to establish a foundational understanding of these topics. However, over-reliance on these self-paced courses can be insufficient for learning. It is strongly recommended that managers hold check-ins to see if the information is being retained and understood, that the new supervisor has opportunities to ask questions about what they’ve learned or the nuances of these topics at UCLA, and that managers take the time to observe the practical application of the skills and provide feedback. 

Essential Soft Skills for New Supervisors

While technical know-how is critical, it's often the soft skills that determine a supervisor’s ability to succeed. Here are some of the top soft skills to prioritize:

  • Communication: The ability to clearly set expectations, give feedback, and hold meaningful one-on-one conversations.
  • Emotional Intelligence: Recognizing and managing their own emotions and empathizing with team members.
  • Conflict Resolution: Navigating interpersonal tensions and workplace disagreements with fairness and composure.
  • Time Management and Delegation: Learning how to manage workload and effectively assign tasks without micromanaging.

These competencies don’t develop overnight; however, early exposure and practice can lead to steady growth.

Technical Skills Supervisors Need

Supervisors also need to be technically competent in several areas to manage effectively. The following are particularly vital:

  • Understanding HR Policies: From creating work schedules, to time-off approvals, to handling misconduct, knowing the boundaries and protocols.
  • Performance Management Tools: Using systems for tracking employee progress, setting goals, and documenting feedback.
  • Project Planning and Scheduling: Understanding how to allocate resources and manage timelines.
  • Finance Basics, Managing a Departmental Budget, & Data Analysis: Using key metrics to monitor performance and make informed decisions. 

Training should be tailored to match the complexity of the new supervisor’s role while avoiding overwhelming them with too much too soon.

Creating a Structured Development Plan

One of the most effective ways to support new supervisors is to create a personalized 6-month development plan. This plan should include:

  • Core Competency Areas: Identify the key skills (both technical and soft) that the supervisor must master.
  • Learning Resources: Assign workshops, e-learning modules, or reading materials that align with those skills.
  • Practice Opportunities: Include real-world assignments like leading meetings, conducting performance check-ins, or presenting to senior leaders.
  • Regular Check-ins: Schedule biweekly or monthly one-on-ones to review progress, troubleshoot challenges, and provide coaching.

Discuss Development Plans and Align on Accountability: This tool includes sample Nine-Box Development Recommendations and sample Five-Box Development Actions to guide development decisions, sample Development Strategies, and an Individual Development Plan Template. Make the plan a living document that can be adapted based on the supervisor’s pace and feedback. These helpful tools are from the management consulting company Gartner, and can be utilized in conjunction with guidance and oversight from CHR Learning & Organizational Development.

Assigning a Supervisor Buddy

A simple but highly effective tactic is pairing the new supervisor with a seasoned peer—a “buddy.” This relationship offers several benefits:

  • Safe Space for Questions: New supervisors may hesitate to ask their manager certain questions but feel more comfortable confiding in a peer.
  • Role Modeling: Seeing how another supervisor handles common scenarios can accelerate learning.
  • Emotional Support: The transition into leadership can be a lonely and isolating experience. A buddy provides reassurance and camaraderie.

Choose a buddy who exemplifies the leadership traits you want to instill and ensure they understand their role as a mentor, not a micro-manager.

Providing Practice Opportunities

Supervisors don’t learn just by watching—they need hands-on experiences to grow. Create low-risk opportunities for them to practice leadership in action:

  • Let them lead stand-up meetings or facilitate team discussions.
  • Have them deliver performance feedback in a role-play scenario before doing it live.
  • Include them in project planning sessions so they can start thinking more strategically.

It’s also important to provide constructive feedback after each experience. Instead of focusing on what may have gone wrong, be sure to emphasize what went well and ways to improve.

Your Role as a Manager

Many of the above skills will require nurturing and refining well beyond the first 6 months in this supervisory role. Your support is the most powerful factor in a new supervisor’s success. Be available, be encouraging, and be honest. Celebrate their early wins and help them learn from inevitable mistakes. Leadership is learned, and with your guidance, it can be learned well.

In conclusion, setting up new supervisors for success isn’t just about delivering training—it’s about building confidence, reinforcing skills, and fostering continuous growth. With a structured development plan, intentional mentoring, and regular feedback, you’ll not only strengthen your team, you’ll shape the next generation of leadership.

Additional Resources

*Register for LinkedIn Learning using these instructions.
 

Leadership 2029

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