In your opinion what is the essential skill required for successful staff management/supervision?

Too make it more short, understanding staff in all aspect (professionally and personally) so they will understand u too.
In that case they will do whatever u asks them to do.

I am completely sure that the most important skills required to manage a team work is a Organization with a leadership skills that contains analysis skills based on the skill of understanding and responsibility

The following10 skills are required for successful staff management/supervision:1.
Support growth - Development through Professional Development Plans.2.
United with your team - Be available to employee by maintaining Open door policy.3.
Praise Others - Provide praise and encouragement through Formal recognition systems.
:4.
Expect excellence - Set high expectations for employees through Clear position descriptions.5.
Require accountability - Uphold individual responsibility by Creating a culture where staff hold each other accountable.6.
Verify potential - Develop an atmosphere of hope and confidence by Providing staff opportunities to succeed.7.
Instill independence - Allow autonomy of employee through Appropriate delegation.8.
Share continuously - Establish two-way communication through Active listening.9.
Optimize ownership - Create opportunities for employees to contribute by Participatory strategic planning sessions.10.
Reinforce relationships - Share with and care about employees by Getting to know what motivates individual employees.

Good communication skills .

Team player

knowledge, understanding, good listening ,problem analysis and solving , and finally ability to read between lines.

Listening – This one is simple right? Well as I said before, simple and easy are not the same thing. Try this: the next time you’re talking to someone, try forcing yourself not to speak for2 full minutes. Really listen to what the person is saying. And let me know how difficult it is for you to stay quiet.

Availability – Availability can mean a lot of things, both tangible and intangible. On the tangible side, it means being physically present at work. Of course, you’re not going to be at your desk every second of the day, but being away all day, every day by traveling too much, having too many off-site meetings, etc. isn’t productive. That also means keeping your calendar updated regularly. Personally, I’m a fan of making your calendar ‘public’ through Outlook. On the more intangible side, availability means being mentally present and available – and being clear about when you can’t be. If you are under a lot of stress for a major project, you need to let your supervisees know that you won’t be able to help them think through a project. But don’t let the ‘can’t’ times take over the ‘can’ times or you’ll create problems.

Mission-focus/priority-setting – Here is what priority setting comes down to: Figure out what is most important. Do that first. It is that simple and that difficult. In a nonprofit environment (every environment really) it is essential. We are mission-focused organizations and everything we do, everyday, should help us achieve that mission.

Transparency – Not every decision needs a full,360 degree explanation, but lots of secrecy is frustrating and ultimately dis-empowering to those you supervise. Being transparent also means admitting when you’re wrong or when you don’t know the answer. No one is perfect and if you constantly try to hide behind a perfect image, the downfall will be that much harder.

• Delegation – Delegation is arguably the hardest of these skills to learn and perfect. Delegation basically means transferring decision-making authority to another employee for a task not necessarily within one’s job description while still retaining ultimate responsibility for the task. There are three key pieces of this:

Responsibility – setting clear expectations, but not step-by-step instructions on how something should be done

• Authority – the delegatee is given the right to make decisions
• Accountability – delegatee is responsible for the work, but delegator has ultimate responsibility

Taking Responsibility and Giving Credit – When you delegate authority, you are responsible for what your supervisee does. You must take responsibility for the mistakes. BUT – you must also give credit for the good things.

Realism – Again, simple: DO NOT make commitments that you and your staff can’t keep. Promising the world to a funder, sponsor or partner does no one any good – especially if you can’t deliver. Putting that extra pressure on your employees (not to mention yourself) just creates all kind of unnecessary stress.