HigherEducationLeadershipEmployeePresentation

HIGHER EDUCATION LEADERSHIP

Employee Best Practices in Supervision and Evaluation

Brian S. Nelson Vice Chancellor, Legal Affairs and General Counsel Lone Star College System The Woodlands, Texas

Brian S. Nelson General Counsel and Chief Legal Officer, Lone Star College System The Woodlands, Texas Houston Texas Area

Member of Chancellor's Executive Committee Counsel to the Board of Trustees at Lone Star College System Member of National Association of College and University Attorneys

Responsible for all legal affairs within the Lone Star College SystemHigher Education law, Employment law, Real Estate and Acquisitions,Transactions, Policy Development and Construction Law

Lone Star College System is known for its innovation and its visionary thinking, Lone Star College System is the largest institution of higher education in the Houston area and the fastest growing community college system in Texas.

LSCS offers associate degrees and certification in many areas of study.Through its progressive partnerships with four-year universities, LSCS can also offer seamless opportunities to obtain bachelor's and master's degrees at one of its two University Centers.

Lone Star College Selected by Bill & Melinda Gates Foundation as a National Leader in Student Completion

Lone Star College System is recognized globally as the premier community college for student success, innovation and partnerships.

Fast Facts about LSCS Chancellor: Dr. Richard Carpenter

Founded: 1972Student Enrollment: 85,000 Colleges: 5 University Centers: 2 Additional Centers: 6 Partner ISDs:11

Leadership

National Leadership Index 2009, Harvard Kennedy School, Center for Public Leadership

Leadership

National Leadership Index 2009, Harvard Kennedy School, Center for Public Leadership

Leadership

National Leadership Index 2009, Harvard Kennedy School, Center for Public Leadership

Leadership in Higher EducationHigher Ed

96.3% Confidence

National Leadership Index 2009, Harvard Kennedy School, Center for Public Leadership

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Plateau of Good Enough in Supervising, Managing and

Leading Employees??

Is being a Leader the same as being a Supervisor/Manager?

Or Is being a Supervisor/Manager

the same as being a Leader?

Titles, Roles and Influence “The only thing a Title can buy is a little time - either to increase your level of influence with others or to erase it”

“It’s not the position that makes the leader; it’s the leader that makes the position”

“Personal and Organizational effectiveness is proportionate to the strength of leadership”

“...Leadership is about influencing people to follow, while management focuses upon on maintaining systems and processes”

“Leadership is influence - nothing more, nothing less”

(The 21 Irrefutable Laws of Leadership, John C. Maxwell, Thomas Nelson, Inc. 1998)

UNDERSTANDING LEADERSHIP WOULD

SUBSTANTIALLY REDUCE RETALIATION AS THE #1

EEOC CHARGE

The U.S. Supreme Court ruled that T i t l e V I I ’ s a n t i - r e t a l i a t i o n provision protects an Employee who speaks out about discrimination not on her own initiative but in answering questions during an employer’s internal investigation.

A S u p e r v i s o r / M a n a g e r /Investigator’s ability to lead and influence ?

Responses During an Internal Investigation Can

Form a Basis for Retaliation Claim Crawford v. Metropolitan Govt of Nashville, 129 S. Ct. 846

Common Mistakes in Leading, Supervising and Managing

1. Trying to be liked, rather than respected

2.Failing to ask employees for advice and help

3.Failing to develop responsibility and accountability in employees

4.Failing to keep criticism constructive

5.Not paying attention to complaints

Leading, Supervising and Managing

1. Knowing your responsibility and authority is critical in success in leadership, supervision and management.

2. If you are unsure – you need to ask.

Leading, Supervising and Managing Is …...

1. Defining and communicating job requirements

2.Counseling and coaching

3.Providing job related training

4.Planning and organizing

5.Corrective and formative feedback

6.Evaluating performance

Delegation to Employees … Should I Delegate to Employees?

1. To allow me to spend time and energy on the tasks to which add the most value to your institution.

2. To distribute work among employees so it can be accomplished more efficiently.

3. To increase the commitment of employees to the organization.

4. To develop employees.

Why Don’t We Delegate? 1. “I don’t have anyone smart enough”

2. “I can do the task better myself.”

3. “It will take too much time to explain what I want.”

4. “I can do the task faster myself.”

5. “I don’t want to burden my overworked staff.”

6. “I enjoy doing this task.”

“This task is so important, I can’t trust anyone else to do it.”

“If I can’t do the task myself, I have no right to ask anyone else to do it.”

Employee Trust and Motivation

Motivation - do they want to do the task?

Skill level - are they fully capable of doing the task?

Decision Table

Fully Delegate Develop

Lead and Monitor

Develop with outer tasks

Trust Skills?Yes No

Trust Motivation?

Yes

No

10 Best Practices in Addressing Performance Issues

1.Get directly to the point. For example:

•The purpose for this meeting is . . . •I asked you here to discuss . . . •I want to spend some time discussing how you . . .

2.State why you are having this conversation. For example:

•I have a concern about . . . •A problem has occurred in . . .

10 Best Practices in Addressing Performance Issues

10 Best Practices in Addressing Performance Issues

3.Describe what you know. For example:

•I saw . . . •When I was told, I looked into the issue by . . .

10 Best Practices in Addressing Performance Issues

4.Describe the consequences of the continued behavior. For example:

•If this continues, then . . . •I am looking at this situation as a customer would, it appears . . .

10 Best Practices in Addressing Performance Issues

Describe how you feel about what you know. For example: •I am very concerned about . . . •I do not that that it is right that . . . •I am upset that errors in the function keep occurring . . .

6.Encourage the other party to give their side of the story. For example: •Now, that is what I know but what is your view? •Is that the way you saw it? •OK, now what is your reaction to what I have said?

10 Best Practices in Addressing Performance Issues

7.Ask as many questions as you need to understand the situation from the employee’s perspective. •Well, how do you know that? •And then what happened? •If you did that, then why did . . .

10 Best Practices in Addressing Performance Issues

8.Decide what specific actions must be done, when, and communicate this information to the other party. For example: •I believe you must . . . •The next time we meet on (date), I want you to have . . .

10 Best Practices in Addressing Performance Issues

9.Summarize the conversation •Let’s recap, you will . . . and I will . . .

10 Best Practices in Addressing Performance Issues

10.Follow up. •I will contact you next . . .

10 Best Practices in Addressing Performance Issues

Best Practices in Employee Evaluations

In Review ….

Sample Best Practice Forms and Guides

QUESTIONS?