2010 home conference - effective supervision of staff
DESCRIPTION
with Christine Britton and Nicole SeaverTRANSCRIPT
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Manager’s ToolkitGuidelines and Resources for Effective Management
Presented by Nicole Seaver, Senior Director, Career ManagementThe Advisory Board Company, Washington D.C.
One of my favorite managers was:
The number one reason he/she was such a great manager was because he/she always…
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Roadmap for Discussion
Orienting
Delegation
Communication and Feedback
Motivation
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Orienting New Staff Members
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“Studies show that employees who do not feel an immediate connection with their organizations are more likely to leave... Most new employees begin their first day of work full of excitement and enthusiasm. Depending on first impressions, this initial enthusiasm for the organization can be either extended and nurtured or destroyed. Everything that happens in the first few days will affect the new hire’s perception of the organization and the employees he or she will be working with.”
From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR
The First Impression is Crucial
Orienting New Employees
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The First Day: Manager Checklist
Confirm arrival time with new employee. Greet employees and show them where they will sit. Review training calendar with new employee Give a quick tour of the workspace– restrooms, kitchens, supply closets, and
meeting space. Introduce them to team members. Ensure that they have all of the necessary resources, including telephone, computer,
etc. Provide them with phone list and add them to all department distribution lists. Assign a peer coach to help guide the new start through the first weeks of
employment.
TOOL
Orienting New Employees
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The First Week: Manager Checklist
Provide some structure to the first week. For example, schedule meetings with co-workers, arrange informal lunches with team members, etc.
Collect helpful reading material for new hire to get acquainted with the organization’s mission and work.
Schedule meetings at the new start’s 1st, 3rd, and 6th month anniversaries to ensure that you provide feedback/performance updates around those dates.
Check with them daily to see how their first week is progressing and offer to answer any questions.
Review the policy manual with the new employee. Set aside 30 minutes to spend with the new employee in order to learn more about
them.
TOOL
Orienting New Employees
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The Second Week: Manager Checklist
Provide new start with more detailed information about the organization’s structure and mission and how they fit into that overall picture.
Ask if they have questions about any policies that were covered the previous week of orientation. Employees are overloaded with information in the first week and may have additional questions about dress code, work hours, or vacation policies.
Arrange informal lunches with team members and/or department. Provide new employee with an overview of the current and future goals of the
team/department. Walk new employee through performance expectations and job criteria, outlining
your expectations for them across the next month to three months. Discuss their preferred work style, what they find most effective, how they like to
communicate, and how this might interplay with your management style. Continue to check-in throughout the week.
TOOL
Orienting New Employees
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A Word on Peer Coaches
“A buddy system builds a personal connection between the organization and the new employee from the first day. The new employee is made to feel part of the work group, gains more confidence and, as a result, becomes productive more quickly. In organizations where the supervisors are very busy, the new employee may be hesitant to ask for clarification or additional help.”
From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR
Orienting New Employees
Communication
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I. Role of Feedback
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Measurement is embodied in:• Formal evaluations• Informal feedback
Vision Measurement Improvement
Responsibilitiesand Goals
Vision is embodied in:• Organization’s values• Position description• Previously identified
development goals
Benchmarks Education
Improvement is embodied in:• Goal setting during formal and
informal evaluations• Highlighting training and growth
opportunities
Implementing the IdealsUtilizing constructive criticism to move toward measurable improvement
Role of Feedback
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Developing a Pattern of Ongoing Assessment
Follow-Up
Prepare for review
Write Review
Deliver Feedback
Informal Feedback
• Formal review is one aspect of continuous cycle.
• Due to frequent informal feedback throughout the review period, the review should never come as a surprise to an employee.
Role of Feedback
Consistent feedback creates continuous opportunities for growth
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Tips for Communicating with Direct Reports
Establish a reoccurring, regular check-in with each of your employees.
At your initial check-in discuss with your staff member how they like to work, what they find most effective, how they like to communicate, and how this might interplay with your management style.
Ask your employees what information they would like to receive regularly from you, and then tell them what you’d like to hear from them.
When explaining tasks and decisions, communicate the “why” behind the “what.”
Role of Feedback
TOOL
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II. Informal Feedback
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The Importance of Timely Feedback
Best time to provide feedback
Performance Level
Informal feedback may help curb a drop in employee performance. Since formal feedback occurs only every six months, informal feedback plays an important role in maintaining employee performance between formal reviews.
Providing informal feedback can initially take some practice and in many cases you may initially feel some discomfort delivering the information. Prior planning and preparation can help make the delivery more comfortable.
Informal Feedback
Maintaining peak performance through active management
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Delivering Informal Feedback
Context Is there a right time and/or placefor informal feedback? Ask yourself, did I…
Provide real-time feedback Choose an appropriate time (end of
business or before lunch) Choose a setting with respect to the
employee’s privacy
ContentWhat type of information should be conveyed as informal feedback?
• Data-driven vs Behavioral• Performance issues• Professional issues• Career pathing conversations• Positive feedback and praise
MessengerWho should deliver informal feedback?
• Direct manager• Career Management representative• Department leader
Informal Feedback
Several factors should be considered in preparation for informal feedback discussions
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III. The Formal Review
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• Determine the core message. What should the employee remember about his/her review in one month?
• Ask yourself: How has the employee performed against core expectations? Stretch roles?
How has their performance supported team/department initiatives?
How has the employee been proactive in solving problems?
Has the employee taken on additional responsibilities?
Has the employee worked to achieve their development objectives?
Thinking about the Review
Formal Review
TOOL
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Writing the Review
1. Identify two to three core competency areas as strengths and two to three as developmental objectives
Strengths Development Objectives
Did I provide balanced feedback by giving equal consideration to accomplishments and areas for improvement.
2. Organize for impact by moving from general summary to specific examples and concluding with actionable developmental steps.
3. Verify that the final review conveys the core message most strongly
General summary statement
Specific examples
Actionable developmental
steps
Should be clearly outlined, concrete objectives
Use relevant data gathered
during the review period
Statement regarding core
competency area
Formal Review
Sending the appropriate message through a carefully crafted statement
TOOL
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Manager Checklist:
Set up appointment for review delivery. Keep the appointment. Ensure that you and the employee are prepared. Meet in a comfortable, confidential location. Avoid interruptions such as phone calls or visitors. If possible, sit at a table with your employee rather than
delivering the review from across your desk. Engage in a two-way conversation. Work together to resolve any issues that arise.
Manager ChecklistFormal Review
Even a well-scripted written review relies upon strong delivery
TOOL
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Delivering the Review
1. Explain meeting
goals
2. Encourage a dialogue
7. End on an upbeat note
5. Discuss developmental
objectives
6. Review future goals
3. Review prior goals, standards
4. Discuss significant
achievements
• Outline the amount of time allotted
• Roadmap the discussion
• Ask open questions to set the tone (ex. How do
you feel about your performance over this
review period?)• Engage in active
listening
• Specifically describe outstanding behaviors
• Express personal feelings about employee’s
achievements• Voice confidence in
employee’s abilities
• Create problem-solving climate• Provide specific examples
• Solicit suggestions from employee through directive
questions
• Establish formal meeting time to create an individual development plan (IDP)
• Summarize discussion accomplishments
• Be positive about the future
Formal Review
Successful review delivery incorporates several key steps
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Gauging Employee Reaction
Formal Review
Dealing with possible employee responses to difficult messages
Employee Response Manager Response
Agreement Good start, continue to maintain communication about progress toward goals and positive feedback.
Disagreement To some extent, perception is reality. Present the problem with concrete examples. If the employee disagrees, discuss ways he/she can change the perception in the department about him/herself. Remember to stay calm and address the areas in dispute.
Confusion Try explaining things again in a different way. Actively seek out the root of the confusion and seek mutual understanding.
Anxiety Be clear about how this will impact staff – stress that EVERYONE has developmental objectives to work toward
Defensiveness Again, note that everyone has developmental objectives to work toward; stress facts.
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Delegation
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“Delegation is often very difficult for new managers. Managers are usually promoted because they were doing their job well and most likely enjoyed their projects. However, effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.”
-- From The Successful Manager’s Handbook
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Common Reasons and Suggestions to Overcome Managers’ Reluctance to Delegate
1. Insufficient time to explain the task or train someone to do it
2. Desire for perfection
3. Personal satisfaction and/or reward from accomplishment
4. Fear of overburdening your group
5. Concerns about an employees performance
6. Fear of failure
Successful Manager’s Handbook p. 258
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Step 1: Decide What You Can Delegate List three tasks or projects that you currently do yourself but could consider
delegating to someone else. Focus particular attention on:
• Decisions you make frequently, but which someone else could make• Functions that cause you to overspecialize• Less complex tasks• Tasks that will increase the number of people that have a critical skill• Phases/elements of a project that could be individually assigned
Task/Project What, if anything, you Currently Share
What you Could Delegate
Successful Manager’s Handbook
TOOL
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Think through who:• Has the requisite knowledge to do the
work• Has a high level of interest in the work• Has a need to develop in this area• Has time
Step 2: Select the Person
Harvard Business School, “Do you know When to Delegate?” September 6, 2004
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Take Home Message:Become “S.M.A.R.T.E.R.”
A simple delegation rule is the acronym S.M.A.R.T.E.R. It's a quick checklist for proper delegation.
Delegated tasks must be: • Specific • Measurable • Agreed • Realistic • Timebound • Empowering • Recorded
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Motivation
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Six Keys to Motivating Staff
1. Leaders don’t micromanage
2. Leaders look out for their staff’s welfare
3. A leader sets the example
4. A leader shares the credit
5. A leader is fair
6. A leader is open
ASAE & The Center for Association Leadership, 2007
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Ins and Outs for Motivating Your Staff in 2010
Business: The Ultimate Resource
In Out
Recognizing that you don’t have all of the answers
Making assumptions about what drives others
Taking time to find out what makes others tick and showing genuine care
Assuming others are like you
Leading, encouraging and guiding staff Forcing staff into things that are supposedly good for them
Being transparent with your staff and telling them what you think
Neglecting the need for inspiration
Delegate responsibility Delegating work
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In Closing…
• Your management style is unique to you• Leadership style depends on a confluence
of factors:– The task– Team capabilities– Individual’s knowledge– Available tools