Power, Trust and Influence: Being a Supervisor Doesn't Make You a Leader. Know the Difference

By Sheronda Grant, founder of We Are Strong Enough

Years ago, while preparing for a promotion to lieutenant, I spent a lot of time studying for the multi-faceted and rigorous exam. I knew that I would get promoted. However, I knew that the title was only a portion of what I would need to succeed in my new role. To assist me in my success, I began to reach out to a variety of different leaders and asked them how they succeeded in their career.

One leader's tip stuck with me years after our conversation and is something I've used to assist me in my leadership journey: "When you arrive to your new work environment, don't change things right away unless you have to."

I took her advice. After my promotion and at my new work location, I paid attention to how the team operated, the strengths of the unit, and what could be improved upon in time. I watched for dysfunctional dynamics and knew that those behaviors had to be addressed immediately, because if not, I would also be a part of the problem. However, the group norms were operating effectively, so I didn't have to act on anything immediately. For some time, I operated within the norm and showed competence in my decision-making ability.

I also took the time to know the people who worked for me. As a shift commander, most of my day was spent in the office commanding the shift. Supervisors and officers would enter quite often to provide me with information or make requests, and I used those interactions as opportunities to learn about them as I read their paperwork or answered their questions. I also allowed them to learn about me — who I was and my experience — creating mutual trust with most individuals.

Little did I know that I was using Edwin Hollander's Idiosyncrasy Credit Theory. This is a theory that all leaders, especially new supervisors, need to read and tap into.

Just because you have the rank doesn't mean that you've earned respect or that people want to follow you.

I've seen supervisors come into new environments and demand respect, or make major changes and issue abrupt directives without learning the environment or the people who work for them, simply because they "said so." To a degree, they do have the "power" to do that, but how committed to the directive will the employee be? You may have earned the stripes, the bars, and the stars, but if you want your people to be committed to your directives, you have to be competent and you have to earn their trust.

It's not always about shaking things up for the sake of it. Know what works and what doesn't, earn the trust of your people, and get their buy-in to assist you in your efforts to make necessary changes.

For inexperienced leaders, some may think, "I studied for the test, I scored well. I deserve to be the boss. I have all the answers, so people should listen and do what I say."

Being a supervisor doesn't make you a leader! Leadership is earned, not given. Looking back, here's what that experience actually taught me — three steps for anyone stepping into a new supervisory role.

1. Arrive to observe, not to change. Don't change anything right away unless you have to. Give yourself time to understand how things actually run, and ask why things are done a certain way. Understanding the why is the difference between improving something and just changing it. Review what's working and what isn't before you act. If the culture is dysfunctional, you don't have time to wait. You have to try to change it immediately.

2. Learn the people and the norms. Learn who you'll be working with — followers, peers, and supervisors alike — and learn the culture you've stepped into before you try to shape it. Learn the "who, what, where, why, when and how" of your unit and team. Sound judgment shown early is how trust starts building, long before you've made a single change.

3. Explain the why, and ask for feedback. When it's time to make changes, people digest them more easily when they understand the reasoning behind them and feel heard in the process. This is how legitimate power — the power that comes built into your rank — becomes real influence.

The limit on "wait and observe." These steps are about earning the right to make improvements, never about tolerating misconduct. If I had observed unethical or dysfunctional behavior, I would have had an obligation to correct it immediately — no waiting required. Building trust matters, but it can never come at the cost of allowing improper behavior to fester. I was blessed to work with people who never put that particular test in front of me.

I had legitimate power built into the rank I earned. But I still needed to build trust with the men and women who worked for me before making changes, especially changes that might look unnecessary to them, even if they looked more efficient and streamlined to me. When people know you support them and have their best interests at heart, it's easier for them to buy into the changes you make.

As a leader, and as a leadership development instructor, I've been fortunate to understand the importance of not going bankrupt on that trust, because once it's spent without being earned, the title alone won't buy it back.

Supervisors: come into your new environment humble. You've earned the rank, but you haven't necessarily earned the trust of the people who work with you yet. The stripes, bars, and stars carry power, but leaning on rank alone shouldn't be the only position you lead from. When you build trust, you lead from a position of influence.

What did you learn the hard way in your first months as a new supervisor?

Sheronda D. Grant is a senior law enforcement executive and founder of We Are Strong Enough, a leadership development platform for law enforcement professionals. More at wearestrongenough.com.