At a high level, the job of commercial vehicle maintenance supervisors is to ensure work is completed safely, on time, and within budget. They should be great communicators, inspired trainers, and expert repair technicians to keep fleets rolling, shop equipment running, and drivers happy and comfortable. But these factors alone do not make a successful maintenance supervisor.
What skills do shops and fleets look for to guarantee success? Traditionally, we look for strong skills and loyalty to the organization. Frequently, companies advance the technicians who perform best in the bay, busting out preventive maintenance and quickly diagnosing troubles on trucks. We then throw them into the deep end as supervisors to see if they swim or drown. Their new team might have been their buddies last week, which can also complicate the leadership dynamic.
This kind of promotion can be wasteful, as the employee with the best technical skills might not have the right managerial skills, knowledge, or attitude for success. They might also be happy where they are. If it does not go well, you might lose the technician and still need a new supervisor.
To avoid this, remember that no matter how skilled a worker, they can only do the work of one person. They are unleveraged; supervisors’ productivity is highly leveraged. The entire crew improves if the supervisor’s productivity improves, upwards by a factor of 10.
New supervisors and their bosses often have trouble recognizing that the skills that got them considered are not what will make them great leaders.
The greatest electrician in the world (the kind of person who can tell a wire’s gauge from across the room and knows its insulation and ampacity rating) might fall on their face as a supervisor until they understand the reality of the new role:
- Skills need to change from technical to people/management.
- Personal repair/PM time is irrelevant; average completion time across the team is what matters.
- Job satisfaction comes from developing people, not individual success.
- You must shift from a repair-oriented to operation-oriented mindset (looking at the whole operation for the longer term).
- You will be measured by what you can control, not what you can do.
So what do you look for in candidates?
Attributes they must have:
- Positive attitude toward the organization
- Integrity
Also judge potential candidates in these areas:
- People skills
- Management skills
- Technical skills
Let’s break these down in more detail:
Positive attitude toward the organization: Let’s face it. Supervisors represent the company and deliver both good and bad news. Will they do a credible job of representing your interests? They should also convey the workers’ points of view to you.
Integrity: This means doing what you say and saying what you do. It is also about showing character, being accountable, and cleaning up any messes when they fall short.
People skills: As people enter management, solving problems relies less on technical acumen and more on soft skills, or dealing with and managing people. We want supervisors who can motivate, teach, resolve conflict, and work with a wide range of groups (ethnic, gender, personality types, expertise, ages, etc.). They also are looked to for motivation, support, and people dealing with various human issues. Some of this can be taught, but much is ingrained in the person.
Management skills: Supervisors must work with company systems like payroll and timekeeping, stores and parts, purchasing, CMMS, and accounting/budgeting. For someone just off the floor, this might be overwhelming. In addition, they must keep the PM tasks scheduled, spare parts sourced, and shop organized. If there is a union, the supervisor must cross to the “dark side” and represent the organization.
Technical skills: These are needed, especially if the supervisor is involved in training and evaluating work quality. They should also have expertise in safety both in doing the work and in-vehicle safety.
Once on the job
The day someone becomes a supervisor, they become aware of something all leaders experience. The secret is, being made a supervisor doesn’t make you a supervisor. You must develop your skills at supervision the same way you learn any craft.
The supervisor will make mistakes and learn from them. They can focus attention on the things around them and be alert for learning opportunities. You also may have formal education, attend seminars, or read books about maintenance supervision. These all contribute to building an effective supervisor.
