In my years of leadership coaching, one question often haunts me: What is the main job of a supervisor? Is it merely ensuring deadlines are met? Facilitating communication between departments? Handing out tasks like a foreman at a construction site? After much thought and reflection, I came to a deeper realization: the core responsibility of a supervisor is to elevate the work of those they supervise until it becomes part of their DNA.
This may seem like a lofty goal, but true leadership is never about mere management—it is about transformation. It’s about taking the raw potential of the people we supervise and helping them internalize the principles, habits, and values that will lead them to success, long after the supervisor is no longer involved.
The Art of Elevation
Aristotle once said, “We are what we repeatedly do. Excellence, then, is not an act but a habit.” The goal of supervision is to cultivate these habits in others—to help them see their work not as a series of isolated tasks, but as part of who they are. Once this occurs, it ceases to be work and becomes a natural expression of their abilities. In other words, it becomes part of their DNA.
One example that stands out is a project I led early in my career. A team member was exceptional at technical tasks but lacked confidence in their ability to lead. Rather than just assign them responsibilities, I worked closely with them, coaching and encouraging them to think beyond their immediate tasks. Over time, their leadership abilities blossomed naturally because they began to internalize a leadership mindset. They went on to lead major projects with ease, and leadership became ingrained in their very way of thinking.
Embedding Values and Purpose
Max DePree, a well-known theorist on leadership, once said, “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” DePree highlights the crucial role supervisors play in setting clear expectations and empowering their teams to meet and exceed them. But that’s not all—the supervisor must also act as a guide, helping to embed values and a sense of purpose into the everyday tasks of their employees.
Supervisors have a unique opportunity to help their employees see beyond the paycheck and understand the larger impact of their work. When this is successfully communicated, the employees’ work takes on a new dimension. It’s no longer just a job; it becomes part of who they are, contributing to a higher purpose.
Making it Part of the DNA
In my consulting work, I often emphasize that supervision should be a subtle art—focused on guidance rather than control. Kurt Lewin, a foundational theorist in change management, described three leadership styles: autocratic, democratic, and laissez-faire. Supervisors who effectively elevate their team members usually lean towards the democratic style, encouraging collaboration and feedback. They foster an environment where employees can experiment, learn from mistakes, and internalize the lessons they need to succeed independently.
One supervisor I worked with was particularly skilled in this area. He always sought to ensure that his team owned their successes and failures alike. By reinforcing the idea that their decisions mattered, he helped create a team where individuals thought and acted like leaders, even if they weren’t in formal leadership positions. It wasn’t long before their initiative became second nature—the essence of their work had become part of their DNA.
The Supervisor as a Shaper of Culture
Ultimately, a supervisor shapes culture. When the right environment is cultivated, it allows for growth, and that growth becomes embedded in each individual. People don’t just do their jobs—they embody the values and mission of the organization. This leads to resilience, creativity, and adaptability in the workplace. Supervisors, therefore, don’t just oversee—they nurture. They don’t just direct—they elevate.
As William Arthur Ward said, “The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.” Let us, as supervisors and leaders, strive to inspire—to elevate the work of our teams so that it becomes part of their DNA, not just during the workday but in their lives beyond.
About the Author
Wayne Weiner, D.Ed., is an author, philosopher, and worldwide consultant known for his innovative coaching actions. He has over forty years of leadership and organizational development experience, including serving as the Director of Education at Harvard Teaching Hospital and Dartmouth Hitchcock Medical Center. Dr. Weiner currently consults to the National Institutes of Health as their Senior Leadership Consultant and has written over 20 novels. To learn more, visit https://drweinerinsights.com.
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