Supervisory positions are subject to constant interaction with the middle management. In��this context, they are more or less likely familiar to what the managers are doing and what they should refrain from. There are pointers for the managers that they should take seriously.

1. Don't be a pusher. You are neither peddling drugs to nor removing cuticles of your supervisors.

2.�Know your supervisors. Know their skills, their abilities and capabilities, their likes and�dislikes. Also know their educational background and collegiate activities. If he was the�editor-in-chief of the university paper, you would only be insulting him if you make him the encoder of your memos. He is also not hired to be the highest paid supervisory data encoder.

3. Hear their complaints, even when it is for the twentieth time. If this is the case, then the problem wasn't solved but it already transformed into a nuisance. It's better to act on the first complaint rather than wait for the bubble to burst.