effective supervisory practices session 1... · 18 summary checklist know your role – it requires...
TRANSCRIPT
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Effective Supervisory Practices
Welcome to the series!
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Meet your presenters
Michelle Poché Flaherty
City on a Hill Consulting
Laura Chalkley
County of Arlington, Virginia
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Sixteen Chapters in Six Sessions
SESSION 1: The Makings of a Leader:
Supervisory Leadership
SESSION 2: Building a Great Workplace:
Ethics, Respect, and Safety
SESSION 3: Charting the Course and Staying on It:
Strategic Planning, Managing Workflow, and Budgeting
SESSION 4: The Human Element:
How to Hire, Build, and Communicate with Your Team
SESSION 5: A Higher Standard:
Performance, Accountability, and Customer Service
SESSION 6: The Great Motivator:
Motivating Employees/Leading Change
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Gallup’s G12: Supervisors Set the Tone
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last week, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a
person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is
important?
9. Are my co-workers committed to doing quality work?
10.Do I have a best friend at work?
11.In the last six months, has someone at work talked to me about my
progress?
12.This last year, have I had opportunities at work to learn and grow?
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Program Overarching Themes
• Transparency
• Integrity
• Leveraging Diversity
• Team Empowerment
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Program Objectives
• Present practical techniques for day-to-day
supervisorial duties
• Introduce best practices for solving
complex leadership challenges
• Promote self-development
How to be a supervisor
Who to be as a supervisor
• Provide support and inspiration for leaders
who must deal with sensitive and complex
issues
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Effective Supervisory Practices
Session One: The Makings of a Leader
Roles of a Supervisor/Supervisory
Leadership
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Today’s Discussion:
Roles and responsibilities of a supervisor
Difference between leading and managing
Effective delegation
Moving from Peer to Boss
Characteristics of influential supervisory
leadership
Developing and improving leadership skills
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Roles and Responsibilities
• Supervisors appointed because of
technical ability
• In the past not much training on
how to manage and lead people
• Now recognize need for blend of
technical, management and
people skills to be successful
• Once there – decide to lead; that’s what
this training is all about – skills to do it
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Managing versus Leading
• Best example – Chart from A Force
for Change by John Kotter
• As working managers, need to
know the difference
• Too tied up in the everyday
management
• Find time to set direction to lead
change
• Focus on leading in second half of
webinar
Management Leadership
Planning and budgeting: establishing detailed steps and timetables for achieving needed
results, then allocating the resources necessary to make it happen
Establishing direction: developing a vision of the future—often the distant future—and strategies for
producing the changes needed to achieve that vision
Organizing and staffing: establishing some
structure for accomplishing plan requirement, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation
Aligning people: communication direction in
words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity
Controlling and problem solving: monitoring results, identifying deviations from plan, then planning and organizing to solve these problems
Motivating and inspiring: energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs
Result: produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always
being on time; for stockholders, being on budget)
Result: produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor
relations that help make a firm more competitive)
Source: From A Force for Change: How Leadership Differs from Management by John P. Kotter
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Reflection
• Reference Study Guide page 4
– Think of previous supervisors
• Good manager
• Good leaders
• What did they do to help you be successful?
• Include actions, skills, behaviors you want to
develop/enhance as you go through this
training
• Take a minute to think about this after today’s
session
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Poll
What is the biggest challenge you face
now as a supervisor?
– Moving from peer to boss?
– Delegation?
– Building a team?
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Peer to Supervisor
• Can be most difficult challenge
• Past – buddy; Present – boss
• Smooth transition is possible – Meet and discuss individually and as a team
– Ask what they need
– Take time to adjust to new role
– Be consistent with all
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Delegation
• Take the self assessment on “Are you
an Effective Delegator?” (pg. 8: Effective
Supervisory Practices)
• Be honest and look at results – what
do results tell you about your ability to
delegate?
• What are your fears?
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Reflection
• Page 9, Taking it Forward, Study Guide
– Identify activities that you can delegate
and to whom
– Meet with employees to explain task,
deadlines and expectations
– Monitor progress and provide feedback
as necessary
– Document what you learn that can help
you be a more successful supervisor
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Developing Employees
• Look for opportunities to grow and develop
your employees – Rotational assignments, acting
assignments, developmental
– Studies indicate autonomy
over work can be more valuable
than money to employees
– High potential employees want
to be able to make a difference;
leave a mark
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Summary Checklist
Know your role – it requires broad skillset
Be a leader – not a boss or a friend
Know the difference between managing and
leading and try to strike a balance
Be clear about expectations and involve
employees in decision-making process whenever
feasible
Know your employees and respect and utilize the
diversity they bring to the team
Grow and develop employees
Build relationships across organizational
boundaries
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Leadership
• Definition from Bob Rosen’s Leading People:
– “First off, it is not a status….
• Leaders inspire rather than intimidate
• Motivate rather than monitor
• Mobilize rather than manage
And these activities don’t require the totems of
rank and position. Rather than a status,
leadership is an activity…it does something. It
enables a group of people to pursue a shared
vision and create extraordinary results.”
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Who are leaders?
• Arlington County – Leadership is for
everyone
• Emerge at all levels in the organization
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Good to Great
• Jim Collins – Good to Great and the Social
Sectors
– Get right people on the bus
– Get wrong people off the bus
– Get right people in the right seat
• One of hardest components
• Give constructive feedback
• Provide coaching and development for success
• Find other opportunities to move on if not right fit
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Leadership Capacity
• Self as leader
• Recognize own behavior and how
actions are perceived
• Not traits; leadership behaviors can
be learned
• Reputation
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Self as Leader
• Great book – Be Your Own Coach – Your
Pathway to Possibility by Barbara Braham
and Chris Wahl
– Reference at end
– Need to know who you are,
how you act/react, aware of
body language
– Self-aware before
you can lead others
– Reflect on breakdowns –
when things did not go well
with staff or co-workers
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Leadership Practices • Leadership Challenge by James Kouzes and Barry Posner
– Model the way
• Set an example
• Plan small wins
– Inspire a shared vision
• Envision the future
• Enlist others by attracting them to vision
– Challenge the process
• Search for opportunities to change and improve
• Taking risks and learning from mistakes
– Enable others to act
• Foster collaboration
• Share power and information
– Encourage the heart
• Recognize contributions
• Celebrate accomplishments
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Leadership Competencies Performance Management
• supervises staff effectively by ensuring that performance expectations, feedback, reviews, development
plans and compensation for staff are completed and awarded in accordance with Arlington’s Performance
Management System
• contributes to an inclusive culture promoting diversity as a business imperative and
takes specific action to foster diversity in hiring and promotions
Customer Service
• personally demonstrates a commitment to customers and to providing High Quality Service;
• stewards taxpayer funds and resources, balancing needs with fiscal realities;
Effective Communications
• creates a safe environment for conversation by facilitating an open exchange of ideas and candid
conversations at all levels of the organization;
Technology and Tools
• ensures that employees have access to and are using the tools, resources, support or guidance needed
for their work;
• actively pursues self-development and opportunities to master new knowledge, including current and
emerging trends relevant to specialized business area;
Well Workplace
• adheres to the highest standards of honesty and integrity in personal conduct and as a representative of
the organization; promotes programs and activities that support a healthy work-life balance recognizing the
link between employee health/wellness and the accomplishment of goals and objectives;
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Leadership competencies
• Use for first-line supervisors and middle
managers
• Also have individual contributors and senior
managers
• Executives have agreements with county
manager based on county-wide initiatives
which are incorporated into employee KWE
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Development
Employees and Individual
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Poll Question:
Aside from this training, what type of
leadership development training has
your organization utilized?
1. Internal training through HR
department
2. External training through a consulting
firm
3. No training
4. Not sure
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Development
• Seek out opportunities
• Mentors and Role Models
• Research best practices, benchmark,
join professional organizations
• Set example for employees
• Books and articles
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Self-awareness
• Self as leader
• Multi-rater assessment instruments –
formal or informal
• Trusted advisor to observe behavior
• Improves ability to lead others
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Self-care
• Three areas:
– Physical fitness
– Intellectual fitness
– Emotional fitness
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Physical Fitness
• Combat stress
• Book – How to think like Leonardo da
Vinci
• Walking Meetings
• “A sound mind in a sound body.”
ancient classical ideal
• Meditation – sitting quietly for 5-10
minutes (See handout for example)
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Intellectual Fitness
• Be curious
• Stay current with emerging trends
• Share your knowledge
• Learn from others
– Arlington Employee Appreciation Month
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Emotional fitness
• Emotional Intelligence
• Listen to feedback
• Ask others these questions:
– What are my weaknesses, blind spots,
and areas for improvement?
– What are my strengths, my best qualities
– What can I do to be more effective,
helpful, or sensitive
– Then, just listen – don’t argue
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Closing
• “You have brains in your head, you
have feet in your shoes. You can
steer yourself any direction you
choose. You’re on your own. And
you know what you know. And YOU
are the guy [gal] who’ll decide where
to go.”
• Dr. Seuss, Oh, the Places You’ll Go!
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References
• Be Your Own Coach, Barbara Braham &
Chris Wahl, Crisp Publications, Inc., NY
• The Leadership Odyssey, Carole S.
Napolitano and Lida J. Henderson, Jossey-
Bass Publishers, 1998
• Daniel Pink on A Whole New Mind, ICMA
Leading Ideas Series, DVD, 2008
• Harvard Business Review, “Management Tip
of the Day” (newsletter via e-mail)
