“Any supervisor worth his salt would rather deal with people who attempt too much than with those who try too little.”
In this chapter you will learn to:
• Focus energy on the frontline supervisor position.
• Assess who is truly onboard and who may resist the change.
• Train the supervisors on better leadership as a combined group.
• Adopt possible troublemakers and save the ones you can. Get rid of the others.
This chapter shines a light on the difficult but crucial role of the frontline supervisor in making the reorganization work. There are some unique issues that make supervisors particularly ...