supervisory and leadership skills development 2009
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Supervisory and Leadership Skills DevelopmentTRANSCRIPT
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Supervisory and Leadership Skills Development
PT University
Presented byDr. De Hicks
SCGI
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Overview of Today’s Class
The Unique Role of Supervisor and the dynamics of the supervisory relationshipSome surprising fundamentals of the supervisory jobEssential performance management skillsHow to have crucial conversationsHow to foster greater engagementLeadership from the middle: getting things done when you’re not in chargeBuilding strong labor/management relationshipsManaging conflict: Navigating through conflict constructivelyCreative Problem Solving: Appreciative Inquiry and Root Cause conversationsSituational leadership and decision-making skillsCreating Clarity of expectations and alignment of efforts to remove hassle
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Your Expectations?
By the end of this class, I would like to learn how to…
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The Power of Assumptions
Our Assumptions are what we believe to be true.
They can be
ours borrowed
current out of date
tested not tested
What are your assumptions about …. ?
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What have you learned about challenging your own assumptions?
What have you learned about challenging the assumptions of others?
It’s time to check assumptions whenever…
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Some Assumptions for Today’s Class
Leadership is about …
Management is about…
Supervision is about…
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Candor is the “high octane fuel” of any organization
I make work work for me; Work is personal
The Power of Choice: We always do what we want to do. (Think about it)
Corollary: We do what we do as long as it works for us.
…as long as we think it works for us
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The supervisory relationship is unique. It has only one purpose: ______________
Therefore, the supervisory relationship is not about
Therapy
Family
Friendships
Detective Work
better performance
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The Two Dimensions of the Leadership, Management and Supervisory Job
Create ClarityExpectations
Outcomes (results)
• Create AlignmentRules of engagement
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Some Surprising Fundamentals of the Supervisory Job
The Role of Supervisor
Say, “Please”
Say, “Thank You”
Tell me when I’ve done a good job
Exercise: What have you learned?
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Managing Conflict: Navigating Constructively through Conflict
Assumptions:
What do you know for sure about conflict at work?
Who is excellent at managing conflict?
What do they do?
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Leaders Create Conflict
When conflict occurs, the ______________ is forever changed.
Conflict, when well managed, can bring powerful opportunities for improvement and innovation.
The best conflict (“essential conflict”) occurs when both parties report that it was worth it.
No conflict, no change. No change in behavior, no resolution.
Conflict rarely occurs apart from very powerful emotions. Such emotions have a distorting effect on conflict.
Our primary tool for managing conflict is curiosity (behaviorally: asking genuine questions)
relationship
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The Emotional Distortion Effect
The General Adaptation Syndrome
ALARM!
Coping
Exhaustion
Fight it?
Flee from it?
Is this threatening?
Is this about me?
Stress = FEAR
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The Conflict Continuum
Need for Understanding
Demand for Action
The ZON
E
WE WAR
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Essential Performance Management Skills
Managing performance
is about behavior
The OIC (Oh, I see!) tool
O
I
C
Observed Behavior
Interpretation of the meaning of that Behavior
Confirm the natural Consequence of that Behavior
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The OIC (Oh, I see!)
Your turn
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More Essential Performance Management Skills
Creating Candor and Conducting Crucial Conversations
Candor IC = UC
T
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Crucial Conversations
Crucial Conversations: Those Day-to-Day Conversations that impact your life and create realityPressured Conversations have different rules than non-pressured onesSide-by-side Conversations are more effective than face-to-face conversations
What makes a conversation crucial?Opinions VaryPositions (organizationally) are power-differential positions
Supervisor / EmployeeNew Employee / Long-term EmployeeExpert / Novice
The Stakes are HighEmotions run strongHistory is difficult
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Focus… on what you really want For yourself
For the other person
For “us”
For the organization, department, customer, etc.
Take charge of your body (remember stress=fear)
Master your Stories (“Always! Never!”)
Create candor by becoming a master of the other person’s perspectives
• “I recognize this is a crucial conversation…”
• “I know this is important…”
• “I know this really matters to…”
• “What matters most to me is…”
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More Essential Performance Management Skills Appreciative Inquiry
Whatever we are trying to solve has already been solved somewhere in the organization.
Search for solutions
Amplify practices that already work
Joe Hail, Sue Hammond
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Leadership from the Middle: Getting things Done When You’re Not in Charge
What have you learned about creating clarity and alignment when you’re not it charge?
The power of the question: • What is our goal?
• What are we trying to accomplish?
• What are the roles?
• What are the constraints?
• What do we want to avoid?
A word about “resistance”… What am I missing?
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Building Strong Labor/Management Relationships
• Interest based relationships• Interest based conversations• Creating Candor• The Crucial Conversations Model
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Interest Based Relationships
Apart from candor few high stakes relationships thrive
The purpose of the relationship is to foster and enhance mutual interestsFocus on issues rather than individual personalitiesFocus on interests (values) not positions Create clarity about outcomesCreate options Evaluate options using standards rather than powerClearly define decisions
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Interest Based Conversations
Clearly define the issue (s)Work to achieve candor around the issues and their impactClearly define my interest in the issue(s)Create criteria (standards for evaluation)Agree on criteriaCreate optionsChoose options against criteria
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Situational Leadership and Effective Decision Making
Task
Working Relationship
1) I decide
2) I listen; I decide
3) We decide
4) You decide
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Application Time
What two concepts/tools will you use immediately?
Identify someone in the class with whom you will talk about the effectiveness of these tools at a later date.
Set the date.
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