Our Approach to Supervising
Being a supervisor at Koch is different from many other organizations. Here are a few important ways that our approach sets us apart:
You do not have to be a supervisor to increase your contributions or pay.
While employees are ultimately responsible for their own development and careers, you play an important role. Helping your employees develop is your primary responsibility, not something you do when you have time.
You are expected to build trusted relationships with your employees and get to know them as individuals so you can effectively coach and motivate each of them.
Your job is not to be the top technical expert on the team. Your job is to empower each employee to contribute, develop and realize their potential. You are successful when they are successful.
Unless prohibited by contract or law, you make compensation recommendations and communicate compensation decisions to your employees.
Here is an overview of important aspects of being a supervisor.
Supervisor Responsibilities and Expectations
This PBM resource contains:
- A message to all supervisors from Koch's senior leaders.
- A clear articulation, using the five dimensions of PBM, of the responsibilities and expectations of ALL supervisors, regardless of title or position.
You will also find tips for using the resource, ideas for action and opportunities to learn with others.
Fostering Employee Development and Career Navigation
At Koch, we do not subscribe to company-defined career paths and highly structured development programs.
As such, your primary responsibility as a supervisor is to help your employees develop, maximize their contributions by applying Principle Based Management, and be in the right role with the right responsibilities.
Understand It Better
Videos to Explore
Our Approach to Compensation is Different
We strive to reward each individual for their total contribution, so we cannot rely on formulas or algorithms.
What’s Different About Supervising at Koch - Unscripted
Hear leaders talk about how supervisors focus on individuals to build up their teams.
Encouraging and Expecting Challenge - Unscripted
All of us, but especially supervisors, need to create an environment where everyone's ideas and concerns are valued.
Which Would You Choose?
This video is part of an exercise in the Respect section of PBM Quick Start.
Internal Mobility: One Company, Many Opportunities - Unscripted
Leaders share examples of applying our principles, including mutual benefit, to help employees be in the right role.
Misunderstandings about Supervising - Unscripted
Leaders identify -- and set the record straight -- about some common misunderstandings about supervising.
What To Do If You Have Too Many Direct Reports
Leaders discuss what to do if you feel like you have too many employees to effectively meet supervisor expectations.
Advice for Supervisors of Supervisors
Leaders provide advice to supervisors with employees who are also supervisors.
Being a Supervisor is Not for Everyone
Charles Koch and others discuss how people in the right roles (including supervisors) can more fully contribute.
Holding Ourselves and Others Accountable for Culture - Unscripted
Hear leaders discuss how holding everyone accountable for culture is critical for long-term success.
Good Supervisors Coach Everyone on their Team - Unscripted
Hear more about the supervisor expectation to coach ALL team members--including those who are doing well.
You Can Help Your Supervisor Get Better
Listen to leaders describe how everyone can help their supervisors improve.
How are Compensation and RREs Connected?
An employee's RREs are one factor among many that help supervisors make good compensation recommendations.
Supervisors and Compensation
A high-level overview of a supervisor's responsibilities for each team member's compensation.
Realizing Your Potential Is Not The Same As Climbing The Ladder - Unscripted
Leaders discuss how job title and hierarchy do not equate to worth and contribution.
What is Marginal Contribution?
This special application of marginal analysis helps us evaluate how an individual is contributing.
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Investing Time and Leading by Example - Unscripted (Mandarin)
Leaders explore how investing the time to help team members grow is a supervisor's primary responsibility.
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How to Connect Employees to the Vision (Mandarin)
Leaders describe how to (and how not to) empower employees by connecting them to their group's vision.
Right Person, Right Role
Chase Koch discusses the missed opportunities when an individual--especially a supervisor--is in the wrong role.
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The "Magic" of Supervisor-Employee Conversations (Mandarin)
Leaders share their experiences as a supervisor and the benefits of formal and informal interactions.
Thinking Long Term when Dealing with Short-term Needs - Unscripted
Hear leaders talk about the importance of handling staffing shortages with a long-term view.
Discover Our Stories
Self-Reflection
Use the following questions to reflect on your interests, actions and effectiveness.
- I Want To Be a Supervisor
- I Am a Supervisor
- I Am a Supervisor of Supervisors
- If you are considering becoming a supervisor, what about our approach is appealing? What is not?
- Are you passionate about helping others develop and grow?
- How much would you miss working on technical work if it wasn’t your primary responsibility?
- What about our approach do you like and enjoy? Which parts do you struggle with that could use more attention?
- How well do you know your employees? Are there areas where you have found yourself treating everyone the same?
- How are you working with your supervisor to prioritize your supervisor responsibilities and improve your skills? How do you expect your improvements to help your team achieve better results?
- How are you holding your employees accountable for fulfilling their responsibilities as a supervisor?
- What do your employees’ teams need the most help with? What are you doing to ensure your employees (who are supervisors) are equipped to provide that development?
- Are you spending enough time talking to your employees about their supervisory responsibilities, in addition to their technical work?
Give It a Try
Explore these resources to help you develop your knowledge and skills as a supervisor at Koch:
Learn With Others
Join facilitated sessions or cohort experiences to develop your skills in effectively applying PBM as a supervisor.
myLearning is only available to Koch employees with KochID.