Supervisory Leadership Training 2007 Synergy Allied Llc

SUPERVISORY LEADERSHIP TRAINING

2007

Developing & Implementing Effective Supervisory Leadership

Skills  

04/07/2023 1

Philip C. Hickmon, M.P.A., R.S.W.

DISCLAIMER The opinions presented herein are

the views of the Synergy Sallied LLC and do not necessarily reflect the official position _____________________ nor any other part of the _____________________.

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AGENDAI. Welcome and

Introductions! II. Purpose Of Training III. ObjectivesIV. Definitions/

ClarificationV. RolesVI. Conclusion and Final

Points

Techniques to underscore learning/applications Group Exercises Video Modules

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WELCOME Trainer’s Intro/Experience Audience Introductions3 Things about yourself

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WHY ARE YOU HERE? PURPOSE? Organizations must

develop effective leaders (supervisors/leaders). However, supervisors who assume

positions without basic leadership skills create many negative consequences, including high employee turnover costs, low employee morale and loyalty, and reduced customer satisfaction.

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9 FUNDAMENTALS CRITICAL ROLES1. Leader / Advocate2. Performance Manager3. Coach, Counselor &

Advisor4. Change & Transition

Leader5. Strategic Communicator6. Problem Solver7. Decision Maker8. Team Leader9. Colleague, Coworker,

Collaborator

You will indeed need to understand and apply in your new leadership role…

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OBJECTIVES: WHAT WE WILL ABSORB

Describe/Define Leadership Acquisition Of Leadership Skills, Behaviors:

Effective and ineffective styles, traits, etc Identification Of Own Leadership

Relationships Explain how/why each role of leadership

integrates and/or plays off the other – be able to characterize the associations.

Apply 9 roles: Your skills, like all skills, need development and forums for practice.

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DEFINITION OF LEADERSHIP  Leadership

The process, by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

Leader An individual who is able to exert

influence over other people to help achieve group or organizational goals

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DEFINITIONS ANALYSISAbility to translate a vision into reality.Active process of knowing what one wants out of life and what one is willing to give in return.Begins with you and comes from youProcess of influencingWorking in concert with othersAbility to inspire confidence and support

Differences? Similarities'? Common Themes?

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GROUP AWARENESS EXERCISEName a leader in your eyes –

why do you admire them as a leader?

What and why are their challenges to developing leaders?

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DIFFERENCES BETWEEN LEADERSHIP & MANAGEMENT ROLESLeadershipLeadership involves big picture vision and ability to move others forward

Motivating by communicating visions & goals

Balancing diverse needs Acting for the advancement

of the field Taking appropriate risks Anticipating trends/strategic

planning Communicating effectively Policy and financial

development Mentoring 04/07/2023 11

ManagementManagement involves

infrastructure, organization, development and team-building Building teams Marketing & product

development Imparting organizational values Communicating organizational

visions Planning and management Budgeting/financial management Recruiting/managing personnel Running meetings

Take A 10 Minute Break

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Leader/Advocate

See Big Picture

Understand

Roles/Understand

Self

Appreciate and

Motivate

Walk Your Talk --Set Targets

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UNDERSTAND ROLES/UNDERSTAND THE POSITION OF LEADERSHIPDifficult to belong to either side to function effectively

• You represent the company. It’s difficult to belong to either side to function effectively.

• You are not always a welcome presence, which is probably something that you have not heard before.

You alone cannot make everything all better; you must remember (2) things…..1. You were not

elected to this position

2. You are not a miracle worker.

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PRIMARY ROLE

How To Walk Your Talk (Demonstrate Every Second of The Day) Demonstrate passion, commitment, belief in

the cause (a tenacious approach) Be cool - calm - collected: Collaboration

skills – ability to move toward consensus Have Vision for field and focus on key goals Share experience and expertise

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PRIMARY ROLE (CONT’)

Show savvy/ability to be at right tables and garner support of key decision makers

Display integrity, honesty and credibility Be curious and drive/motivate others Be flexibility and patient Communicate complex ideas clearly and

effectively Take calculated risks and translate learning

into action

~Walk Your Talk! 04/07/2023 16

T O BECOME A LEADER/ADVOCATE: YOU MUST UNDERSTAND YOUR OWN VALUES Values

Lie deep within us, strongly held - Entwined with feelings

We must understand that our values can be altered by socializing forces.

Select to be on the side of what is: right, Ethical, Just, Moral

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LEADERS/ADVOCATES DO NOT SACRIFICE CHARACTER It is more than just talk. Talent is a gift,

character is a choice. It brings lasting success with people. Leaders cannot rise about the limitations

of their character. Face the music

If you have shortchanged someone, apologize to him/her.

Rebuild

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BALANCE ACCOUNTABILITY Your accountability requires that you try and

maintain a distance from both employees and upper management. You must be able to see both sides and communicate

the issues related to each. Therefore, it is necessary to have boundaries and limits. You can be colleagues, but not friends.

Maintaining a balanced distance allows you the ability to support company policies/procedures in front of your employees. If you disagree with a policy or procedure discuss that

in private with your superiors. This will preserve trust and respect from both sides.

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Performance Manager

Focus on the gain

of progress

Set the expectations--follow-

up constantly

Use data as

pressure points---

underscores

business case

Be consistent

and act ethically—

no favoritism

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PRIMARY ROLE

Set goals and objectives to achieve the target. Work closely with their employees in getting their

input into the various performance related goals. Describe the methodologies, metrics, processes,

systems (software) which are used for monitoring and managing the business performance of a task.

Upon target dates for reaching their goals and establish time parameters of the plan.

Keep performance in sites (time-limited and targeted)

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ACTION PLAN

Once you have established the goals and objectives, action plans are necessary…. Action plans are considered defined

directions navigating you from A-Z. With an action plan everyone knows

what they are expected to accomplish, in what time parameter, and how they are going to execute their plan.

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MEASURING VALIDITY

The final part of the plan is the ability to measure the quality of the results. As a supervisor it is imperative that you check the

employee’s performance plan and their progress. While affording your employees great autonomy, you must nevertheless periodically monitor their progress.

Various tools that are used to measure performance raw numbers such as; Sales figures, cost reductions, these are examples of data that can be easily measured at any point.

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CHARACTERISTICS/BEHAVIORS OF LEADERS/ADVOCATESDifficult to belong to either side to function effectively

• You represent the company. It’s difficult to belong to either side to function effectively.

• You are not always a welcome presence, which is probably something that you have not heard before.

You alone cannot make everything all better; you must remember (2) things…..1. You were not

elected to this position

2. You are not a miracle worker.

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HOW DO MEASURE PERFORMANCE? BE SMART…. USE THE S.M.A.R.T. method for checking

the validity of the objectives, which should be 'SMART': Specific Measurable Achievable Realistic, and Time-related

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LINK PERFORMANCE MEASUREMENTS TO MISSION – VISION - VALUESLinking:

Define objectives for each employee and then to compare against the objectives which have been set by overall strategic and operational plans.

Continuously track the process and provide feedback to reach the objectives through 1:1’s

Accountability Training Module

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Take A 10 Minute Break

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Coach, Counselor & Advisor

An individual that does

not manage people;

they lead and

inspire.

Assess learning styles,

personality

Pay attention – what is working well as

well as we need to address

Find Coachable Moments--

-goldmines

for improving

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PRIMARY ROLE At one level your employees want

what we all want, direct and truthful information about your expectations of them and honest feedback and finally, fairness in how you treat them in comparison to others.

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DEVELOP COMPETENCIES Give staff an opportunity to develop new

skills, grow in ways that will allow you the ability to delegate new responsibility Why? To keep them engaged, so that they do

not become bored in their current position, and want to move on.

Generally, if employees do not feel that they are growing they become stagnant of their position and with the organization. When people feel they are growing, their loyalty

to their supervisors and the company will increase and they perform better.

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KNOW WHAT HAT TO WEAR AND WHEN Sometime in your life someone

pushed you to do something that you thought you could not excel in, but once it was over, you could not believe how well you performed. If you think back to those experiences

they are powerful reminders that one person can have so much influence on you and so many others.

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TRUST HAS TO BE BUILT FIRST TO BE ABLE TO COACH, COUNSEL & ADVISETo develop trust, you must:

Walk the TalkMake policies explicit, transparent and apply themconsistently across employeesUnder-promise and over-deliverDemonstrate how your interests are aligned withtheir interests 

Use participative decision-making processes

Celebrate wins

Take the first step: Signal that you trust them and that you expect them to trust you.

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BE AUTHENTIC These 6 points will be your guide--needed

in almost any aspect of leading others 1. Know yourself authentically 2. Listen Authentically 3. Express Yourself Authentically 4. Appreciate Authentically 5. Serve Authentically

**People Don’t Care How Much You Know….Until they know how much you care.”

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BE CONSISTENT!

Consistency, consistency and more consistency matters to all of us.

Consistency is very important because it shapes as well as supports all of our expectations.

Consistency is crucial not just because it establishes standardized procedures, but also because it affirms fairness.

Even though some may disagree with a certain policy or procedure they will accept it better when they know everyone else must do so. Your company and your department should have written

policies and guidelines that are available for employees to review at any time.

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COACHING REQUIRES SYNERGY While the other roles you adopt as a

supervisor tend to focus on each individual’s needs and capabilities, the role of coach additionally requires you to bring people of diverse skill levels and backgrounds to work as a unified team. When this happens the synergy among them

will generates a product or result that surpasses each individual’s abilities.

Coachable moments: In these moments we move from passive observer to active coach, redirecting and praising improvement on the road to mastery. 04/07/2023 35

EFFECTIVE COUNSELING/ADVISINGMake people feel strong, help them feel that they can influence their environment.Build trust. You should be open, and honest, and forthrightMake sure members know how to do the task before designating duties Structure Cooperation rather than Competition

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You must decide to be proactive or reactive

Coaching/Counseling/Advising is a proactive function

Progressive Discipline is a reactive function

5 Step Connective Coaching Training Module

Change & Transition

Accept that

change will be

resisted

Drop Small

stones in to the pond—how will change affect staff

Be Transparent—gain

input, target

naysayers

Cement the

Change—work on desirable conditions

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DEFINITION OF CHANGE

A transition…the process of going from one steady state to another. Change occurs when the balance of our capabilities against our challenges is disrupted.

At certain times in our lives, we may encounter situations that will require us to change our attitudes and ways of thinking.

Bottom Line: Even the most

inspired visionary can't change an organization if he/she doesn't first understand the environment. Or….if the

organization is set up to thwart the change efforts…

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PRIMARY ROLE: HELP MOVE STAFF THROUGH CONTINUUM

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(Re) Freeze(Re) Freeze(Re) Freeze

Lewin-Schein Model for Change

MoveMoveMove

Prepare for Prepare for changechange

Implement Implement changechange

Stop changeStop change

UnfreezeUnfreezeUnfreeze

Getting people to change their Getting people to change their ““behavior.behavior.””

•• Convincing Convincing people to accept people to accept changechange

•• Selling the Selling the benefits of changebenefits of change

•• Assurance that Assurance that change comes with change comes with predefined goalspredefined goals

•• Stopping change Stopping change when goals are when goals are achievedachieved

•• Managing Managing changechange

Unfreezing – The Present State Prepare the individual or

group to accept change. Changing - The Transition

State The specific changes to be

introduced must be understood and accepted.

Refreezing -The Desired State The process by which

newly acquired behavior becomes regular behavior

WHY PEOPLE RESIST CHANGELoss of security or statusInconvenienceDistrust or uncertainty

At the heart of understanding how people react to change is the issue of control.

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People are most comfortable when they can influence what happens to them. People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.

There are two types of control we all seek:

Direct – Ability to dictate outcome

Indirect – Ability to at least anticipate outcomes

CHANGE WILL TEST YOUR ALLEGIANCES (CHARACTER AND VALUES) It’s your job to set the right professional behaviors in motion

from the start of your relationship with each one of your employees. When organizational changes occur you may need to speak for the

entire organization. It’s critical that you are professional as it a reflection of your

leadership. Negative outlooks, and actions will have a greater impact on the organization than positive outlooks and actions.

Bad comments regarding the organization or someone in the organization will spread like a cancer. You must insist on the proper ethical attitude and behavior be adhered to faithfully on the job.

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Take A 10 Minute Break

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Strategic CommunicatorWhat is and

is not important

to communica

te

Delivery of the

message is more critical

than the message

Balance the

message and

ensure you know who you

are talking too

Use 1:1’s to build

relationship manageme

nt

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PRIMARY ROLE: COMMUNICATE THINGS THAT MATTER*160 years ago, the newly invented electric telegraph carried the first news message.

The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C.

The public was dazzled — except Henry David Thoreau.

He wrote: "We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas; it may be, have nothing important to communicate."

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STRATEGICALLY COMMUNICATING WITH YOUR BOSSBefore Every Conversation Attempt To

Answer "YES" To These Questions: Do you know what Management wants to

hear? Needs to hear? Can you transfer information clearly,

concisely? Can you convey the reasons/rationale so

management believes as strongly as you do about the challenges you face?

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WORDS YOU LEAD BY MODULELanguage plays a primary role in how well we lead.

What are the words you lead by?

In order to change our language, we must slow down and be aware of what we say and notice the influence and impact our words have.

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1:1’S D.E.S.K.

DESCRIBE: Tell people what is expected of them.

EVALUATE: Make sure they know how to do it. Provide them the time, space, and authority to do

it. SHOW: Let them know that their input is

important and that they have control over their participation

KNOW CONSEQUENCES: Provide them timely feedback objectively and honestly

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Problem Solver

Anticipate the walls –

be proactive

Don’t ignore—charge,

Break it down by

looking for patterns

in the chaos

Learn about the problem don’t just scratch

the surface

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PRIMARY ROLE Solving problems by learning about

the problem…. The problem is that many roads lead

to learning. There is no best road. The key is to develop a multitude of

interconnected personal learning approaches and the discipline to make our continuous personal improvement a lifelong habit.

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ROOT CAUSE ANALYSIS Root Cause Analysis (RCA) is a

structured step by step technique that focuses on finding the real cause of a problem and dealing with that.

Rather than merely dealing with its symptoms. Root Cause Analysis is a procedure for ascertaining and analyzing the causes of problems, to determine how these problems can be solved or be prevented from occurring.

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ROOT CAUSE ANALYSIS What happened? Why it happened? What can be done to prevent the problem

from happening again.?A root cause is one of the most basic, or

fundamental causes of the situation (condition) with which we are concerned. Since the situation (condition) is usually affected by many things (physical conditions, human behavior, behavior of systems, or processes), several root causes will usually be found.

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VISUALIZE ENDS AND MEANSMost problematic situations which arise within organizations have multiple approaches to deal with them.

These 6 steps (approaches) generally require different levels of resource expenditure to execute them.

Scenario Training Module 

Problem

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Decision Maker

Consider—Weigh--

Decide Use all tools available

Support Management, but walk

lock and step with your staff

Connect Knowledge and action,

with strategy

and executio

n.

The trick is to use the right tools at the right

time.

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COST-BENEFIT ANALYSISCost-benefit analysis (CBA) is the weighing-scale approach for decision-making.

All the positive elements are put on one side of the balance and all the negative elements (the costs and disadvantages) are put on the other.  Whichever weighs the heavier wins.  

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For Example: Your org. Wants to buy new business intelligence software to improve its business might use a CBA to make up its mind.

Minus (cost) side would be: The $ price of the software, the cost of consultants to install and implement the software, and the cost of training for the users of the software.

However on the plus (benefits) side would be: Improved business processes. Better available information. Increased staff moral, due to using these modern tools to support the business.

PRIMARY ROLE: YOU ARE PART OF LEADERSHIP NOW…ACT LIKE IT!It’s easy to blame problems or difficult decisions on higher-ups. Many people avoid responsibility for a situation with phrases like, “I know it’s idiotic, but administration is insisting on this policy,” or “we know the right approach, but the bosses are making us do it this way.”

While that might make you seem like ‘one of the gang,’ it only undermines your status as a leader.

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Why?

What happens to relationships when this happens?

What transforms in terms of your staffs perceptions?

Does your joining the gang, jumping on the bandwagon help your organization, your growth as a leader?

DECISION MAKER EXERCISE

Talk It Up: Tell Us About Your Daily ‘Operational’ Decisions… To launch or delay? Fire or hire? Take a promotion or let it be? Purchase new equipment or modify existing? Tell the boss or try to manage yourself Take more risky approach or conservative

approach

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INSIGHTACTION Decision making is the all-important

intermediate step between knowledge and action, between strategy and execution. Decisions come in all shapes and sizes, with

every sort of consequence in between. At work, at home, in the community, we make decisions all the time, a constant barrage of them.

Some decisions are as trivial as ordering whole wheat or rye, while others are as consequential as standing in silence or blowing the whistle when witness to company malfeasance.

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Take A 10 Minute Break

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DISCUSSION OF DVD SCENE How Does This Scene Underscore Our Roles?

Assess: “Anyone ever serve in the Army?” Team Work: “Work together” Give Direction - Coaching -Support - Delegating

“Stay close---Come Together” “Lock Your Shields” “As ONE!” “Single Column” Timing Is Critical: “Hold!”

Sacrifice: By saving his friend—trust built in one action with entire group.

Praise: “Well Done!” Celebrate!

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Team LeaderAssessment

: Quality Time, Know Strengths

and Weaknesse

s

Key is to Empower

Direct –Coach –

Support - Delegate

Praise and Celebrate

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PRIMARY ROLE Do not treat the team as a “thing.”

People resent being treated as “things”. What happens when we’re treated like

“things”? We become alienated, resentful, resistant, complacent, and unenthused.

Someone who treats people as things is often insensitive, unsympathetic, and focused on self rather than others.

Things get managed. People get led.

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WHAT IS A TEAM?Definition: A group organized to work together. A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.

WHY DO TEAMS WORK?Whole is greater than the sum of its parts….

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Research has confirmed relationships between human factors and productivity are linked to increasing motivation and performance….individuals bring a range of talents, knowledge, experience, contacts, etc.

Other Benefits: Sense of accomplishment, self-fulfillment, get to know one another, more participation in activities

EMPOWERMENT Empowerment is about utilizing the

knowledge, skill, experience and motivation power that's already within your people.

The majority of people in teams and organizations throughout the world are severely underutilized.

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MACRO RESPONSIBILITIES (HOW YOU CREATE A HIGH PERFORMING TEAM)Establish Team Structure

Short term team? Long term team?

Establish specific objectives, and authority

Consensus on expected Communication Strategy Needs: Secure resources Thank Everyone and make

sure all members are participating

Help members make their point clearly

Strategic Ways to Involve Team Members

Pass a baton Ask open-ended

questions Call directly on

nonparticipants Assign specific tasks Ask for opinion Rotate team roles

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MICRO DUTIES AND TASKSOperational NeedsRecognize individual team members informally and continuallyAlso provide formal recognition for special accomplishments Making Team Decisions and Solving ProblemsGathering information/Analyzing informationGenerating and analyzing ideasExamining solution and alternativesMaking decisions and gaining consensus  

Making Team Meetings Fun!

Basic amenities for a comfortable meeting

Appropriate equipment Good lighting and

ventilation Quiet and place that

avoids outside distractions Refreshments Icebreakers

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HANDLE CONFLICTS Negative Vibes Individuals attacking personalities or ideasConstant criticism of other points of viewDisplaying anger --showing contemptUnwilling to share the workloadNon participationGossip 

Quick Hit Solutions:Identify/recognize

problems (Act quickly)Use Formal conflict

resolution (team needs to reach consensus)

Tips to Tame the Tiger of Teamwork Training Module

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Colleague, Coworker,

CollaboratorMange the process, not the people

Don’t ignore—charge, cost vs. benefit analysis

Break it down by

looking for patterns

in the chaos

Learn about the problem don’t just scratch

the surface

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PRIMARY ROLE: TO MAKE TRANSITION (CO-WORKER TO SUPERVISOR/LEADER•In Other words - what does leadership require of us?•Requires on going sacrifice…..Leadership is more than projects and longer hours.

The higher that you go the more you must sacrifice. For everything that

you gain you lose something.

Success requires change, implementation, and sacrifice.

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YOU ARE A SYMPHONY ORCHESTRA CONDUCTOR A symphony orchestra conductor guides

an organization, you will lead without seeming to, without people being fully aware of all that you are doing.

That's because in this world of professionals, a leader is not completely powerless--but neither does he have absolute control over others.

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Leadership

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THESE ARE THE NOTES THAT YOU WILL NEED TO PLAY……..

HOW DO YOU PLAY THE NOTES FLAWLESSLY? Relationship Management

It starts with attaining and honing the ability to be aware of one’s self and of the “emotional currents” of others. It requires one to effectively manage one’s emotional triggers – especially the destructive ones.

Leaders who build positive relationships with their staff/colleagues find they have the ability to improve profitability, growth, satisfaction, teamwork, and vision.

7 Strategies for Leaders Success (Do’s) Training Module

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IN CONCLUSION AND FINAL POINTS Leader / Advocate: Model the behavior you want

to see. It is important that you, the supervisor is optimistic, especially in light of an arduous task.

Performance Manager: Focus on the gain of improvement, by keeping the preferred future and purpose firmly in front of you.

Coach, Counselor & Advisor: Use 1:1 and empower staff by giving them the tools and skills to manage themselves.

Change & Transition Leader: Change is all around us – we need to learn to embrace it.

Strategic Communicator: Learn to Listen to what is not being said and connect your communications to organizations goals.

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IN CONCLUSION AND FINAL POINTS Problem Solver: Spend time learning how to think

better – it is time well spent. Decision Maker: Takes into consideration the

consequences between making one decision versus the other – use the right tools at the right time.

Team Leader: Your team has probably more to offer in terms of skill, knowledge and experience than you think.

Colleague, Coworker, Collaborator: Leadership is not necessarily marked by titles and positions; it is a quality attainable to people at all levels via careful self-assessment and purposeful attention to competency building.

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THANK YOU &

FEEDBACK IS WELCOMED

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Overall, leaders develop into their leadership, leadership roles over a period of time, learning the skills along the way.