Supervision Essentials I Facilitated by: Jan Dwyer Bang, MBA, CSP Boundless Results.

Supervision Essentials I

Facilitated by:

Jan Dwyer Bang, MBA, CSP

Boundless Results

“Let us be the ones who say we do not accept that a child dies every three seconds simply because he does not have the drugs you and I have. Let us be the ones to say we are not satisfied that your place of birth determines your right for life. Let us be outraged, let us be loud, let us be bold.” - Brad Pitt

Vision

Healthy People in Healthy Communities

Mission

To safeguard and advance the health of the communities of Pierce County

Performance OutcomesUpon successful completion of this course you will be able to

• Define and describe your attributes as a supervisor and leader.

• Understand your unique operating environment as a supervisor.


• Identify your legal responsibilities as a supervisor.

• Explain the use of performance development planning.


• Employ performance improvement in any situation.

• Create a positive and motivating environment for your staff

Parking Lot

Twitter and Blog Address

@jandwyerbang.com

My BLOG is www.BoundlessResults.com

More RESOURCES

For the Slides for this course, plus a MYRIAD of additional resources:

www.JanDwyerBang.com/Supervisory

Leadership Resources

A Few Norms

A Few Norms

Confidentiality

Have Fun!Start and End on time

Respect other Opinions

Be open to Learning

Relax and get ready to learn!

PRE SURVEY

Almost 20% of you responded!

Survey Results

Experience level in supervision varied from None to 22 years

Biggest Challenge

Motivating employees

Balancing production with leadership

Keeping up with stretch goals of direct reports

Dealing with conflict

Performance improvement/progressive discipline

Dealing with micro management

Dealing with two managers sharing the same staff person

Management team

Becoming familiar with structures and expectations

#1 Topic

Coaching and mentoring

What does support look like?

How to align managerial principles

Conflict resolution and having those difficult discussions

What interview questions help managers find self-starters

Capacity!

Legal responsibilities

Confidentiality

Listening

Recognition Observe your selected leader

throughout the three days. Be prepared to share your 30 seconds observations on how that person demonstrated leadership

Table Introductions

Name

Role: What does TPCHD pay you to do?

How long have you been a supervisor?

Something others don’t know about you

Think about your favorite supervisor. What

qualities did/does that person possess?

Supervision Checklist in your

Folder

Role and Responsibility of the Supervisor

Characteristics of a Good Supervisor

Good communication skills Team builder

High Integrity Knowledgeable about state policies

Develops people Manages changes

Able to manage time Gives recognition

Ability to coach Empowers others

Constant learner Holds people accountable

Good delegator Deals with conflict

Letting Go

• Success means letting go of operating duties and taking on new challenges

Life in the Buffer Zone

• You may feel caught in the middle between differing points of view and conflicting expectations.

• You will be held accountable for meeting your manager’s expectations and keeping your employees satisfied.

Responsibilities of Supervisors

Policies, rules and

regulations that govern

work

Proper conduct in

the working group

Objectives and goals of the job and

group

Ways to improve and develop self

Performance standards

and expectations

Methods of accomplishing

duties

Duties and tasks

Employee

7 Elements every employee needs to know

7 Elements Employees need to know

Objective Duties and tasks Accepted methods

Performance standards

Improvement Policies and rules

Team Norms

Small Group Activity1. Read your assigned tips on page 11 and

flesh out your tips with real-life examples, pitfalls, or additional strategies

2. Flesh out additional ideas for your assigned unique situation on page 8

3. Brainstorm ways to be an effective supervisor in the “buffer zone” (refer to page 7)

Effective leadership is putting first things first. Effective management is discipline, carrying it out.

~ Stephen Covey

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

-John Quincy Adams

Life-fulfilling work is never about the money –when you feel true passion for something, you instinctively find ways to nurture it.

- Eileen Fisher, who founded her line of eco-friendly organic women’s clothing

Servant leaders ask, “What could I have done differently that would have permitted these people to be as great as they could be?”

Jim Collins, Good to Great

Leadership and learning are indispensable to each other.

-John F. Kennedy

Integrity: The distance between your lips and your life.

-Mark Sanborn, author of The Fred Factor

Traditional v. Relational Supervision

TRADITIONAL: RELATIONAL:

Identify issues to be addressed Create relationship with employee

Explain rules clearly Clearly present the problem

Explain consequences Get employee’s perspective

Offer possible solutions Engage in problem-solving

Request/direct person to comply Help employee commit to action steps

The relational approach differs from traditional approach in two ways: The emphasis on helping employees develop problem-solving skills and in the way supervisors behave toward staff.

Point Counter PointTraditional Supervision – Read pages 27-

31

Relational Supervision – Read pages 30-31

Both groups prepare your points and the other side’s counter points.

Workers don’t leave their jobs; they leave their supervisors.

When was this true of you (Or someone you know).

What specifically caused you/them to leave their supervisor?

What could the supervisor have done differently to keep you (or the person you know?)

Recruitment, Selection and Hiring

Group ActivityTime: 50 minutes

1. Arrange the steps to state recruitment in chronological order (Use envelope Jan will pass out – Jan will pass out the “Answer Key” after your group has finished)

2. Complete the Interview Question Quiz (See handout in your folder – we will grade the quiz as a class after this activity)

3. Read/scan pages 39-41 – what tips stood out for you?

4. Read job description (See handout Jan will pass out) and conduct a job analysis

5. Each group create 5-7 Behavioral-Based Questions based on job

6. Share “Best Practices” for planning & conducting effective Panel Interviews (Write on Card Stock)

7. Discuss the term “Total Compensation” – how does a supervisor affect “total compensation?”

Total Compensation

Salary

BenefitsWorkplace

Environment

Workplace Environment

Performance Management•Performance Planning•Coaching/Mentoring•Leading employees out of performance lethargy

Work/Life Balance•FMLA without guilt•Tele-working•Personal time hours

Office Environment•Professional level office furniture•Lighting, ventilation•Ergonomic analysis

Workplace Culture•Caring, empathetic•Communication as a core value•Supports management

Quick Review

1. What is the best predictor of future behavior?2. Why are job descriptions important?3. Should you take notes in an interview?4. What preplanning should be done before an

interview?5. Is this a closed-ended or open-ended question, “Can

you drive a semitrailer?” 6. What does “total compensation” mean and what are

specific examples of how a supervisor can make a positive impact in an employee’s total compensation.

Communication

Communication Styles Group Questions

1. What are the 3 strengths of your style?

2. What are the 2-3 weaknesses of your style?

3. What is something others don’t know about your style?

4. How do you like to be managed?

5. What do you need from the team to be effective?

6. What is your most challenging style (and why) and what can you

do to better communicate with that style?

7. If you had a “slogan” for your style – what would it be?

Goals

Fears

Motivations

People Have Different

PPT 9-3

Ways of seeing the world

People are Different

Take- charge attitude.

Bossy and demanding.

PPT 8-2

Four Step Expressing Model

1. Assess yourself

2. Make a “door opener” comment

3. Send your message

4. Check for understanding

Communication Styles

• Passive

• Aggressive

• Assertive

Communication Styles• Passive – Behavior that avoids expressing opinions or

feelings. The person ignores his/her rights that are important to him/her. The passive style is designed to avoid conflict at all costs.

• Aggressive – Behavior which a person stands up for his/her rights in a way that violates the rights of another. The goal is to win at all cost.

• Assertive - Behavior in which individuals clearly state their opinions and feelings, and firmly advocate for their rights and needs without violating the rights of others. It is a direct, honest, and appropriate expression of one’s feelings, opinions, and beliefs. It is “give and take.” The goal is to achieve win-win in communication.

Communication AssignmentsBefore you begin – each person shares his/her communication style

• Page 53 – Situation 3• Pages 54-55 – Situation 2 and 4 – Note: For extra credit,

discuss Situation 5• Page 56 – Situation 1 and 2• Situation on Page 59• Read Active Listening on page 62• Read the Blocks to Listening on pages 63-64 – Each

person share – “what are my blocks?” Have a discussion – what are some ways to overcome some of the listening blocks? (Choose 1 or 2 listening blocks and chart ways to overcome those blocks)

• Each person does the Self-Check on Listening on p 65• Read the TIPS of Listening – pages 66-67• Read page 68 • Do the Paraphrasing exercises on page 71 (#1, #4, #5)

“Before you examine the body of a patient, be patient to learn his story. For once you learn his story, you will also come to know his body.” -Suzy Kassem, Rise Up and Salute the Sun: The Writing of Suzy Kassem

Coaching and Motivating Others

Teaching v. Coaching

A teacher shows or tells.

A coach helps another see or do for themselves.

Continuum of Learning

Teaching Coaching

New employees Experienced employees

Learning Styles

• Discuss what is your preferred learning style.

• How can you use this information to help your own learning?

• How can you use this information to be a better teacher or coach to your team members?

Motivating Others

Motivating Factors De-motivating Factors

Achievement Aggression

Recognition Apprehension

Interesting duties Inflexibility

Responsibility Others?

Opportunity for growth

Recognition provides the positive reinforcement for employees to do their best work

The new generation of workers want to do work that matters

Recognition provides that low-cost way of encouraging higher levels of performance

Why Rewards and Recognition Why Rewards and Recognition MatterMatter

Generation Timelinefrom Mixing and Managing Four Generations of Employees

Greg Hammill

1922-1945 1946-1964 1965-1980 1981-2000

Veterans, Silent's, Traditionalists

Baby Boomers Generation X, Gen X, Xers

Generation Y, Gen Y, Millennial, Echo Boomers


Greg Hammill




•Respect for authority•Conformers•Discipline

•Optimism•Involvement

•Skepticism•Fun•Informality

•Realism•Confidence•Extreme fun•Social


Greg Hammill




•Hard work•Duty before fun•Adhere to rules

“Your experience is respected”

•Workaholics•Work efficiently•Desire quality•Question authority

“You are valued, you are needed”

•Eliminate the task•Self-reliance•Want structure and direction•Skeptical

“Do it your way, forget the rules”

•Multitasking•Tenacity•Entrepreneurial•Tolerant•Goal oriented

“You will work with other bright, creative people”

Performance Management

• Communicating expectations• Providing feedback• Supporting team &individuals

Managing Performance

Employee Performance Management System

• Job Content and Classification

• Staffing

• Training, Development and Career Development

• Performance Planning and Appraisal

Effective Performance Management

• Employees know what is expected of them

• Employees are linked to organizational mission

• Successful performance is recognized and rewarded

• Poor performance is dealt with

• Communication and feedback are ongoing

Progressive Discipline

• Define expectations

• Notify employee of deficiencies/inappropriate behavior

• Reprimand inappropriate behavior

• Discipline

The Power of Positive Discipline

Step 1: Provide Coaching

Step 2: Issue a verbal warning

Step 3: Prepare a written warning

Step 4: Conduct a formal meeting

Step 5: Monitor performance

Step 6: Follow up

A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

-The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith

Teamwork = Individuals + Group Dynamics

Structural Elements of Effective Teams

•Clear team goals, measurements, and expected results

•Team Norms

•Individual and Shared Team member roles/responsibilities

•Operating procedures/processes

•Clear and open communication

A document that defines the purpose of the team, how it will work, and what the expected outcomes are. A team charter is a “road map” and includes the following:

• Purpose (mission)• Key objectives and goals • Processes• Team responsibilities• Resources

Team Charter

Team Values –Outlines what your team stands for

Team Operating Guidelines – Describes how the team will govern itself (For example: Communication, conflict; delegation; decision making; meetings)

Team norms - Set of rules or guidelines that a team establishes to shape the interaction of team members with each other and with employees who are external to the team. Once developed, team norms are used to guide team member behavior.

Cohesive teams…

Make better, faster decisions

Tap into skills and opinions of all members

Avoid wasting time and energy on politics,

confusion, and destructive conflict

Create a competitive advantage

Are more fun to be on!

Adapted from Five Behaviors of a Cohesive Team, based on the book by Patrick Lencioni, The Five Dysfunctions of a Team

The Five Behaviors of a Cohesive Team Model

Modeling of vulnerability-based trust Relationship and community-building Team Charter

• Clear expectations• Clear modes of operating (conflict, decision

making, standard processes)• Clear roles and responsibilities

Understanding styles of communication

How to Build Trust

Change Management

The Seven Dynamics of Change

1. People will feel awkward, ill-at-ease and self-conscious.

Key Strategy: Communicate the change.

Common wonder: “I wonder if I’ll ever get used to the new way.”

2. People will think about what they give up.

Key Strategy: Don’t try to sell the benefits of the change effort initially. Legitimize the losses, and allow them to mourn.

Common wonder: “I wonder how I’ll get along without _______.”

The Seven Dynamics of Change3. People will feel alone even if everyone is going through the

change.

Key Strategy: Structure activities that create involvement. Encourage them to share ideas and work together to help each other.

Common wonder: “I wonder why I’m the only one in this mess.”

4. People can handle only so much change.

Key Strategy: Set priorities, and go for the long run.

Common wonder: “I wonder when they’ll stop changing the rules on me.”


5. People are at different levels of readiness for change.

Key strategy: Don’t label or pick on people. Recognize that some people are risk-takers and others take longer to feel secure.

Common wonder: “I wonder if I’ll ever catch up.”

6. People will be concerned that they don’t have enough resources (Time, money, skills, etc.).

Key Strategy: Encourage creative problem solving.

Common wonder: “I wonder where I’ll ever find what I need.”

7. If you take the pressure off, people will revert back to old behaviors.

Key Strategy: Keep a focus on maintaining the change, and manage the journey.

Common wonder: “I wonder what that was all about.”


Change always comes bearing gifts.

-Price Pritchett

The only difference between a rut and a grave is their dimensions.

-Ellen Glasgow

Change

Gleicher’s Change Formulaf = d, v, k > pc

If you want the energy to make a change, it is a function of 3 things:

• d=d=dissatisfactiondissatisfaction

• V =vision

• K =knowledge

• pc = perceived cost to me

The Four-Step Change Model

• Phase 1: Denial – There are feelings of numbness, a “this isn’t happening” feeling. Disbelief.

• Phase 2: Resistance – There is self-doubt, anger, depression, anxiety, frustration.

• Phase 3: Exploration – There is a focused energy on the future. There is a re-inventing of self and a time of excitement.

• Phase 4: Commitment – There is a renewed focus on a plan with a new mission and action plans to make this new change work.

Denial Resistance Exploration Commitment

Seek more information about the change.

Talk with others who will be affected by the change.

Understand the proposed change and try to understand the real impact on you.

Identify and explore your concerns with the change.

Bring your losses out in the open.

Talk with others who can listen to your feelings, thoughts, and perspective.

Get feedback on your ideas.

Seek people who have experienced similar changes.

Celebrate your movement in this change process.

Don’t expect everyone to be where you are in the stage.

Action Steps

Congratulations!

Supervision Essentials I Facilitated by: Jan Dwyer Bang, MBA, CSP Boundless Results.

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