reli 2014 supervision
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Presented by Tina Tormey for RELI 2014 @tinatormey
Supervision is NOT an administrative function.
It is a relationship you foster & an environment you create.
But what does a supervisor
actually
DO?
Recruit Select Train Orient Evaluate Coach Delegate Support Motivate Celebrate Teach Inform Engage
Provide professional development Run meetings Run one-on-ones Terminate (hopefully not) Provide feedback Solicit feedback Check in Prepare staff Share context Foster relationships Set expectations Have difficult conversations Have presence (even when it’s in the background)
What do supervisors actually DO?
“New professionals have identified what they seek in their supervisors: structure, autonomy, frequent feedback, recognition of limitation, support, effective communication, consistency, role modeling & sponsorship (Winston & Hirt, 2003).”
Taken from Becoming Socialized in Student Affairs Administration
supervisor
supervisee
supervisee
supervisee
supervisor supervisee
• Planning 1:1s • Informal check ins • Communication • Follow-up • Resources/referrals • Recognition • Knowing strengths &
challenges • Feedback
• Evaluations • Difficult
conversations • Creating
performance improvement plans
• Trust • Accountability • Expectations
AKA: Investment in their success.
Planning meetings Communication Retreats Expectations
Explaining decisions, processes and context
Team development: trust, shared vision, accountability, attention to results
In-staff professional development & training Developing team connection
Dan Pink’s “Drive” RSA Animate Video
Click on slide to link to video.
So how do you create an environment that supports this concept while also being developmentally appropriate with your staff and providing the necessary supports?
Mastery Autonomy Purpose
Factors Impacting Autonomy q Confidence
q What would you do conversa4ons? q Posi4ve feedback
q Ability/Skill/Cogni4ve ap4tude
q Addi4onal training q Resource Referral
q AAtude q Drive
Your Turn q Review then discuss your “supervisees” strengths and
weaknesses.
q Develop a professional development plan that maximizes strengths & addresses challenges. Things to consider: o What campus resources and connections can benefit this staff
member? How can you integrate that without necessarily making extra work?
o What additional training may be necessary? How will you give this staff member additional support for areas of challenge?
o How can s/he wrangle his/her strengths to offset areas of weakness?
o What professional involvement or goals will you recommend?
Review, discuss and have a compassionate conversation about it.
The Oreo Analogy
Book List
All will be listed on the book list distributed at the end of the institute.
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