introduction to supervision training by suny cobleskill

Introduction to SupervisionIntroduction to Supervision

The good, the bad, and the neutralThe good, the bad, and the neutralWhat do you believe?What do you believe?Everyone is bad (Freud)Everyone is bad (Freud)Everyone is good (Rogers)Everyone is good (Rogers)Everyone is shaped by their history Everyone is shaped by their history of rewards (Skinner)of rewards (Skinner)What you believe will shape your What you believe will shape your interaction with your employeesinteraction with your employees

Getting off to a good startGetting off to a good startBe yourselfBe yourselfStart slowlyStart slowlyBe confidentBe confidentBe visibleBe visibleUse your bossUse your bossAsk questionsAsk questionsBe a good listenerBe a good listener

Dealing with friends you now Dealing with friends you now supervisesupervise

Usually everyone will adjust quickly to Usually everyone will adjust quickly to your new rolesyour new rolesAvoid favoritism. It’s perception more Avoid favoritism. It’s perception more than reality.than reality.Best answer “you know I’m not like that, Best answer “you know I’m not like that, so put the needle away”so put the needle away”Discuss the situation with your friends and Discuss the situation with your friends and ask them to help downplay the ask them to help downplay the relationship at work.relationship at work.But don’t take that to extremes eitherBut don’t take that to extremes eitherTrue friends will be happy for your successTrue friends will be happy for your success

How would you respond to these How would you respond to these things if you’re being needled about things if you’re being needled about

being a boss?being a boss?Things must be bad if they made you a Things must be bad if they made you a bossbossI think Herb should have been promoted I think Herb should have been promoted instead of youinstead of youI guess you know the right people around I guess you know the right people around here if you got promoted.here if you got promoted.I guess you have to be a good looking I guess you have to be a good looking woman to get a promotionwoman to get a promotion

Just what we need around here, another Just what we need around here, another new supervisornew supervisor

Five things to tell your employees Five things to tell your employees right awayright away

Keep doing your job, it’s business as usualKeep doing your job, it’s business as usualYou have no preconceived notions about You have no preconceived notions about anyone. It’s a new day and a clean slate.anyone. It’s a new day and a clean slate.You believe in teamwork and cooperation You believe in teamwork and cooperation to get the job doneto get the job doneYou promise to keep them informed and You promise to keep them informed and hope they will do the samehope they will do the sameANY problems should be brought to you for ANY problems should be brought to you for attention.attention.

Learning the RopesLearning the RopesIdentify the priorities of your jobIdentify the priorities of your jobFind a mentorFind a mentorListenListenLearn to ask questionsLearn to ask questionsReview written materialsReview written materialsObserve the workplace and the Observe the workplace and the workersworkers

Establishing the right atmosphereEstablishing the right atmosphereBe evenhanded with everyoneBe evenhanded with everyoneMake your own decisionsMake your own decisionsLearn the factsLearn the factsAsk your workers for adviceAsk your workers for adviceBe generous with your praiseBe generous with your praiseStand up for your teamStand up for your teamBe nice, show interestBe nice, show interestListen carefully to concernsListen carefully to concernsPlay to their strengthsPlay to their strengthsDemonstrate a “can-do” attitudeDemonstrate a “can-do” attitudeDon’t put up with slackersDon’t put up with slackers

Why slow is betterWhy slow is betterFacts take timeFacts take timeThere are always conflicts of interestThere are always conflicts of interestIt’s never as easy as it looksIt’s never as easy as it looksIt takes time to communicate (both It takes time to communicate (both up and down)up and down)It’s not ALWAYS ok to take it slowIt’s not ALWAYS ok to take it slow

When they try to make you look When they try to make you look badbad

Don’t let remarks go unchallengedDon’t let remarks go unchallengedBut don’t go overboard with a responseBut don’t go overboard with a responseAsk them to repeat what they saidAsk them to repeat what they saidTalk to them PRIVATELYTalk to them PRIVATELYTell them to stop. Tell them to stop. Be firm but NOT angryBe firm but NOT angryBrief your boss after you talk to the Brief your boss after you talk to the employeeemployeeKeep your sense of humorKeep your sense of humor

Common PestsCommon PestsThe complainerThe complainerThe chatterboxThe chatterboxThe advise giverThe advise giverThe busy bodyThe busy bodyThe potty mouthThe potty mouthThe balkersThe balkers

Categories of PrioritiesCategories of PrioritiesThings that affect getting the job Things that affect getting the job donedoneGeneral work flow (who’s in today; General work flow (who’s in today; work assignments)work assignments)Personnel mattersPersonnel mattersPaperworkPaperworkHow important are these to your How important are these to your employees?employees?

Speaking of PaperworkSpeaking of PaperworkSometimes it’s just a question of Sometimes it’s just a question of figuring out what to do with itfiguring out what to do with it– Call ins/leave slipsCall ins/leave slips– Time cardsTime cards– Overtime authorization formsOvertime authorization forms– Medical slipsMedical slips– Accident report formsAccident report forms– Personal files (NOT personnel files)Personal files (NOT personnel files)

Basic Practices to make you a Basic Practices to make you a better bossbetter boss

Handle employee complaints Handle employee complaints promptlypromptlyBe informedBe informedDon’t let minor irritants distract youDon’t let minor irritants distract youDon’t dodge unpleasant dutiesDon’t dodge unpleasant dutiesPrevent little problems from Prevent little problems from becoming major issuesbecoming major issues


Have confidence in your employeesHave confidence in your employeesDon’t worry about looking foolishDon’t worry about looking foolishDon’t dwell on any mistakes you Don’t dwell on any mistakes you makemakeListen carefully to everything and Listen carefully to everything and everyoneeveryoneShow your gratitude for assistanceShow your gratitude for assistance


Maintain your confidenceMaintain your confidenceTry to avoid mood swingsTry to avoid mood swingsDon’t try to do everything at onceDon’t try to do everything at onceDon’t volunteer for anythingDon’t volunteer for anythingDon’t make your life miserable over Don’t make your life miserable over your jobyour job

CommunicatingCommunicatingListeningListening– Keep an open mindKeep an open mind– Pay attentionPay attention– Assume it’s importantAssume it’s important– Be patientBe patient– Give feedback to show you heard themGive feedback to show you heard them– Pay attention to what they’re NOT sayingPay attention to what they’re NOT saying– Know when to nip it (chronic complainers)Know when to nip it (chronic complainers)

CommunicatingCommunicatingGiving praiseGiving praise– Don’t always praise everyoneDon’t always praise everyone– Be timelyBe timely– Relate it to specific behaviorRelate it to specific behavior– Don’t praise routine effortDon’t praise routine effort– Praise the group when warrantedPraise the group when warranted– Constructive criticism sandwichesConstructive criticism sandwiches– Praise your staff to othersPraise your staff to others

CommunicatingCommunicatingAsking questionsAsking questions– Be persistent (keep asking)Be persistent (keep asking)– Don’t get angryDon’t get angry– Ask SPECIFIC questionsAsk SPECIFIC questions– If you want to learn, you have to askIf you want to learn, you have to ask– Avoid yes or no answersAvoid yes or no answers– Ask for more detailAsk for more detail– Rephrase questionsRephrase questions– Ask for information, not accusationAsk for information, not accusation

CommunicatingCommunicatingAnswering questionsAnswering questions– Some you can answer on the spot, some you Some you can answer on the spot, some you

will need to find out.will need to find out.– Like what?Like what?Answering loaded questionsAnswering loaded questions– Think before answeringThink before answering– Never feel obligated to answer right awayNever feel obligated to answer right away– Get clarification before answeringGet clarification before answering– Answer the question with another questionAnswer the question with another questionEmail: Get one!!!!!!Email: Get one!!!!!!

Arguments, Requests, Complaints, Arguments, Requests, Complaints, oh my!oh my!

ArgumentsArguments– Emphasize the value of teamworkEmphasize the value of teamwork– Impact on team when disagreementsImpact on team when disagreements– Talk to them separatelyTalk to them separately– Tell them to knock it offTell them to knock it off– Don’t get dragged into taking sidesDon’t get dragged into taking sides– If it continues, talk to them togetherIf it continues, talk to them together– Feel free to talk to HR or the unionFeel free to talk to HR or the union


Time off requestsTime off requests– Vacations are easier to plan for than illnessesVacations are easier to plan for than illnesses– Be flexibleBe flexible– But you CAN say noBut you CAN say no

If a legitimate business needIf a legitimate business needIf too many previous requestsIf too many previous requestsIf you are shorthandedIf you are shorthandedIf it violates policyIf it violates policyIf someone else asked firstIf someone else asked firstIf they have no time leftIf they have no time leftIf it’s their poor planningIf it’s their poor planning


ComplaintsComplaints– Is it valid?Is it valid?– Can you do anything about it?Can you do anything about it?– Is it legitimate or something else?Is it legitimate or something else?– Are they about recent changes?Are they about recent changes?

Did you involve them?Did you involve them?““Let’s try it for awhile”Let’s try it for awhile”Something will always changeSomething will always change

Safety complaints should always be Safety complaints should always be addressed immediately!addressed immediately!

Performance Evaluation: Performance Evaluation: Necessary or Necessary Evil?Necessary or Necessary Evil?

Up to youUp to youCan be valuable communication toolCan be valuable communication toolYour annual chance to talk to Your annual chance to talk to employee about their work behavioremployee about their work behaviorGives direction and sets goalsGives direction and sets goalsHopefully provides constructive Hopefully provides constructive feedbackfeedbackEvaluations at CobleskillEvaluations at Cobleskill

Performance IssuesPerformance IssuesGoofing OffGoofing Off– Ask if there’s a problem you can help Ask if there’s a problem you can help

withwith– Make sure they’ve been trainedMake sure they’ve been trained– Make frequent visits to their areaMake frequent visits to their area– Ask them about their progressAsk them about their progress– Tell them they aren’t doing their jobTell them they aren’t doing their job– Give them short deadlinesGive them short deadlines– Don’t give upDon’t give up

Performance IssuesPerformance IssuesTardinessTardiness– Get there early yourselfGet there early yourself– What are the rules? Who follows them?What are the rules? Who follows them?– What is your expectation?What is your expectation?– Are there exceptions? How handled?Are there exceptions? How handled?– Enforce your expectationsEnforce your expectations– Take action as necessaryTake action as necessary

What’s the excuse exercise?What’s the excuse exercise?

Performance IssuesPerformance IssuesGiving constructive criticismGiving constructive criticism– Goal is to correct behavior, NOT punishGoal is to correct behavior, NOT punish– No ranting and ravingNo ranting and raving– Don’t want to demotivateDon’t want to demotivate– Focus is on the behavior, not the personFocus is on the behavior, not the person– Tell what’s wrong and how to fix itTell what’s wrong and how to fix it– Involve them in the solutionInvolve them in the solution– Let them tell their sideLet them tell their side– Criticize in private, praise in publicCriticize in private, praise in public– Allow for mistakes, that’s how we learn!Allow for mistakes, that’s how we learn!

Handling Difficult PeopleHandling Difficult PeopleIntimidators Intimidators ProcrastinatorsProcrastinatorsPractical JokersPractical JokersKnow-it-allsKnow-it-allsSneaks and LiarsSneaks and LiarsFlirtsFlirtsMinor Irritants Minor Irritants

15 Supervisory Mistakes and How 15 Supervisory Mistakes and How to Avoid Themto Avoid Them

1: Why it doesn’t pay to get angry1: Why it doesn’t pay to get angry– FearFear– ApathyApathy– RevengeRevenge– More errorsMore errors– Less workLess work– More absenteeismMore absenteeism


2: Setting the Right Example2: Setting the Right Example– Monkey see, monkey doMonkey see, monkey do


3: Keeping Distance without being 3: Keeping Distance without being distantdistant– Mixing business with pleasure (DON’T Mixing business with pleasure (DON’T

discuss business with your employees)discuss business with your employees)


4: Being fair while being firm4: Being fair while being firm– They WILL grumbleThey WILL grumble– Take the time to explain WHYTake the time to explain WHY– Take the time to hear WHYTake the time to hear WHY


5: Establishing Credibility5: Establishing Credibility– Don’t make promises you can’t keepDon’t make promises you can’t keep– Follow through when you said you wouldFollow through when you said you would– Don’t be inconsistentDon’t be inconsistent– Don’t guess what’s going to happen in Don’t guess what’s going to happen in

front of employees front of employees


6: Avoiding Appearance of Favoritism6: Avoiding Appearance of Favoritism– It may not exist but people will think it It may not exist but people will think it

doesdoes


7: Get off the hot seat without 7: Get off the hot seat without making excusesmaking excuses– Acknowledge your mistakes and then Acknowledge your mistakes and then

forget about itforget about it– You WILL make mistakesYou WILL make mistakes– If it’s not your fault, get your facts If it’s not your fault, get your facts

togethertogether


8: When and How to Take the Blame8: When and How to Take the Blame– Criticism of your workers is also criticism Criticism of your workers is also criticism

of youof you– It is actually better to take the blame for It is actually better to take the blame for

your workers’ errorsyour workers’ errors– EVERYONE makes mistakesEVERYONE makes mistakes– DO follow up with the worker in privateDO follow up with the worker in private


9: Not cutting employees short when 9: Not cutting employees short when they ask for helpthey ask for help– There ARE legitimate reasonsThere ARE legitimate reasons– Sometimes they want to be reassuredSometimes they want to be reassured– Sometimes they want to talk to you Sometimes they want to talk to you

about something elseabout something else


10: Getting new employees off to the 10: Getting new employees off to the right startright start– Don’t overload with informationDon’t overload with information– How and when they get paidHow and when they get paid– Time and attendance proceduresTime and attendance procedures– Specifics of the jobSpecifics of the job– Pair them with a coworkerPair them with a coworker


11: Scheduling work fairly11: Scheduling work fairly– Start the day with a brief meeting about Start the day with a brief meeting about

assignments for the dayassignments for the day– Don’t always give the same people the Don’t always give the same people the

same taskssame tasks– But DO assign people to things they are But DO assign people to things they are

good atgood at– AND ask people what they prefer doingAND ask people what they prefer doing


12: Planning training12: Planning training– On the job is still the bestOn the job is still the best– Consider demonstrations rather than Consider demonstrations rather than

handoutshandouts– Have each person try itHave each person try it– Follow up with more training after the Follow up with more training after the

intial stuff is doneintial stuff is done– DON’T do it when you are the busiestDON’T do it when you are the busiest


13: When morale is low13: When morale is low– Show concern (maybe their old boss Show concern (maybe their old boss

didn’t)didn’t)– Ask people on an individual basis what Ask people on an individual basis what

they think might be going onthey think might be going on– Don’t downplay obvious problemsDon’t downplay obvious problems– You HAVE to be willing to listen to their You HAVE to be willing to listen to their

issuesissues


14: Dealing with chronic complainers14: Dealing with chronic complainers– Is it legit?Is it legit?– Are they just trying to get your attention?Are they just trying to get your attention?– Give them a job to do whenever they complainGive them a job to do whenever they complain– Team them up with a good listenerTeam them up with a good listener– Refer them to someone elseRefer them to someone else– Have them put it in writingHave them put it in writing– Try out-complaining themTry out-complaining them– Go about your business and let them keep Go about your business and let them keep

talkingtalking– Tell it like it is: “I’m too busy right now.”Tell it like it is: “I’m too busy right now.”– Give them a time limitGive them a time limit– Leave whenever they show up, and walk fast.Leave whenever they show up, and walk fast.


15: Being the boss without being 15: Being the boss without being bossybossy– What’s your attitude?What’s your attitude?– If you were the worker, would YOU want If you were the worker, would YOU want

to be treated that way?to be treated that way?– Would you act this way toward YOUR Would you act this way toward YOUR

boss?boss?– You can catch more flies with honeyYou can catch more flies with honey– Strive to be polite and thoughtfulStrive to be polite and thoughtful– Assert your authority ONLY when you Assert your authority ONLY when you

need toneed to

Final ThoughtsFinal ThoughtsThere will always be work to doThere will always be work to doThere will always be problemsThere will always be problems

DON’T PANIC !DON’T PANIC !

introduction to supervision training by suny cobleskill

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