4/3/2015 1 1 Effective Supervisory Practices Session Five: The Great Communicator: Team Building, Communicating, Leading Change
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4/3/2015
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Effective Supervisory Practices
Session Five:
The Great Communicator:
Team Building, Communicating,
Leading Change
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Meet your presenters
Michelle Poché Flaherty City on a Hill Consulting
Mike Conduff The Elim Group
ICMA Senior Advisor
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Teambuilding
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Nested set principle
Start with the Biggest Possible Picture
Define success first
Trust
Conflict resolution
Commitment
Accountability
Outcomes focus
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Polling Question
In my municipality, unresolved conflict
keeps us from being as successful as
we might otherwise be:
__Always
__Usually
__Occasionally
__Seldom
__Never
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Which stage is your team in?
Members come
together and
are uncertain
about the role of
the team
Team moves
forward to
accomplish
its objective
Cohesiveness
and
closeness
among
the team
members
Marked by conflict
and dissatisfaction
STAGE 1
STAGE 2
STAGE 3
STAGE 4
FORMING STORMING NORMING PERFORMING
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Team stage = Leadership style
Adaptability
VISIONARY COACHING AFFILIATIVE DEMOCRATIC
Performing Norming Storming Forming
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Team leader skills
Diagnosis
Adaptability
Empowerment
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Diagnosis
Keep your eyes and ears open!
How is the group interacting?
CONTENT
PROCESS
WHAT?
GOALS
HOW?
FUNCTIONS
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Let’s be clear! (What does that mean?)
Think blinker!
Team of leader
Leader of members
Members of members
Team behavioral expectations
To infinity and beyond!
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Question orders until orders are given
Ask for opinions
Share opinions
Formulate plan
“What if”
Finalize
Explain
Execute
No lone rangers!
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Polling Question
In my municipality, employees trust that
they can be honest and forthright in
questioning decisions:
__Always
__Usually
__Occasionally
__Seldom
__Never
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Seven steps
Organizational goals where do I fit?
Gift of information
team meetings
SMART – goals
Smarter together suggest solutions
Open/honest
Set standards
Embrace diversity
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The power of empowerment
Clear objectives
Clear boundaries
Great tools
Enrichment
Growth
Mentoring
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Supervisory Situation 7-1
Jack is a recent junior-college graduate and a newly hired buyer in the county’s purchasing department. Brenda, the director of purchasing, has noticed that Jack keeps to himself and doesn’t socialize with the other members of the staff. Jack is quiet at staff meetings and seems to be most comfortable working by himself. Jack’s work is thoroughly researched and presented in a concise and detailed format; however, Brenda is uneasy about Jack’s lack of sociability. She has overheard members of her staff referring to him as unfriendly and stuck up.
Brenda believes that it is very important for her staff to share ideas and cooperate closely so that the purchasing department can improve its service to the line departments. Brenda is now wondering whether she made a mistake in hiring Jack because she isn’t sure he fits into her team.
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Polling Slide
How would you suggest that Brenda
deal with Jack and the rest of her staff?
__ Let him go while he’s on probation
__ Send him to Michelle’s course
__ Encourage the team to reach out
__ Accept that he may be a loner
__ Coach him on the value of teamwork
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Supervisory Situation 7-2 Traditionally, the storm water drainage department has had the poorest safety
record in the government and the highest incidence of citizen complaints about appearance, attitude, and performance. The new department head recently
called the front-line supervisors together and laid down the following challenge:
“We’ve got to do something about our department to improve both our safety
record and our image with the citizens. I’ll admit that we face a lot of challenges
because of the nature of our work, but I believe we can do better. Now, I’ll let you
have first crack at coming up with recommended changes. If I don’t think your
recommendations will do the job, I’ll be forced to take some further action.”
Over the next several weeks, the supervisors spent a lot of time on the problem
and came up with the following recommendations:
• New uniforms and safety equipment for the crews
• Construction of a new washroom with showers and lockers
• Air-conditioning and a new paint job for all vehicles
• Regular training in safety and public relations
• Replacement of obsolete and damaged tools.
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Polling Question
Do you think the solutions offered by
the supervisors will resolve the
problems?
__Yes
__No
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Polling Question
Would you talk to the employees to get
their ideas and suggestions?
__Yes
__No
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Communicating
with the team
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Communicating with the team Key concepts:
Non-verbals
Barriers
Feedback loop
Active listening
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Communication
Dr. Albert Mehrabian, a UCLA professor, found that communication effectiveness
depends:
15% on the words
20% on the tone of voice
65% on body language
words
15%
tone
20%
body
65%
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Polling Question
When you get home in the evening, how
long does it take you to know what mood
your significant other is in?
__A nano second
__A minute or two
__After a long chat
__Who cares, this is about me!
__Never
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Polling Question
When you get to work in the morning, how
long does it take you to know what mood
your supervisor is in?
__A nano second
__A minute or two
__After a long chat
__While watching them cross the parking lot!
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Stimulus/Response
Pause before reacting
Reflect on the “what” and “why” of feelings
Choose the appropriate thought and respond appropriately
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My favorite questions:
How do you mean?
Will you say
more about that?
Help me understand?
So, I think I hear
you saying?
Do I have that right?
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Perhaps the most important thing you do!
80% Rule
65% Non-verbal
Two-way (at least)
Street
Diversity challenges
Active listening
Feedback loop
Always responsible
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Great teams practice
Important presentations
Opportunity for growth
Next-gen development
Anticipate questions and
formulate responses
Have some fun!
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Leading Change
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Why is change hard?
“Relax, honey – change is good!”
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Is resistance to change logical?
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First rule of leading change
Resistance is, pretty much, inevitable.
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Polling Question
Think of a change that you resisted.
What kind of security/stability did you
stand to lose?
__Financial
__Social
__Professional
__Personal
__Physical
__Other
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The long journey to change D
an
ge
r Zo
ne
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The key
Meet them where they are.
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WHY before HOW
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WHY they should make the change
• What’s in it for them?
• Effective communication of a
compelling vision
• Executive support
• Coaching
• Access to information
• Positive consequences
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HOW they can make the change
• Training and education
• Job aides (checklists, templates, etc.)
• Coaching and mentoring
• Peer groups or buddies
• Access to subject matter experts
• Performance monitoring
• Practice while learning
• Make it easy and fun
• Keep repeating the “why”
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Keep the change alive
• Celebrations and recognition
• Ask for feedback
• Performance monitoring
• Rewards for doing it
• Accountability for not doing it
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Let’s learn together!
What questions do you have for us?
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