Morgan was complaining. “You have been talking about checklists and schedules as the core tools for Project Managers and Supervisors. It just doesn’t seem that hard. Why doesn’t my lead technician get it? I have showed him how to create a schedule a dozen times.”
“Morgan, it’s not just a matter of training. Supervising and Project Management are clearly Strata II roles. A lead technician role is more likely Stratum I.” I could see Morgan was struggling with this.
“But, if I take my lead technician, why can’t he seem to put a schedule together?” Morgan was pushing back.
“Morgan, a lead technician likely has experience, best machine operator you have, yet may only be capable of running his machine in an expert way. You are asking him to think about coordinating other people.
“The time span required for a supervisor is longer. And the story doesn’t end with just scheduling. Scheduling responsibilities may only require a two or three week time span, but there’s more. Supervisors must also think about building bench strength, recruiting technicians, training technicians, testing technical competence, cross-training. For a supervisor to be successful, I usually look for a minimum three month time span. The supervisor needs to be able to work into the future, without direction, using their own discretionary judgment, on tasks that may take three months or more to complete.”