Basics Basics Communication Skills Communication Skills for New Supervisorsfor New Supervisors

20 Critical Managerial 20 Critical Managerial CompetenciesCompetencies

1. Listen Actively1. Listen Actively

2. Give Clear, Effective Instructions2. Give Clear, Effective Instructions

3. Accept Your Share of 3. Accept Your Share of Responsibility for ProblemsResponsibility for Problems

4. Identify Real Problems4. Identify Real Problems

5. Manage Time, Set Priorities5. Manage Time, Set Priorities

6. Give Recognition for Excellent 6. Give Recognition for Excellent PerformancePerformance

7. Communicate Desisions to 7. Communicate Desisions to EmployeesEmployees

8. Communicate Effectively (orally)8. Communicate Effectively (orally)

9. Shift Priorities, if Necessary9. Shift Priorities, if Necessary

10. Explain Work10. Explain Work

11. Obtain and Provide Feedback 11. Obtain and Provide Feedback in Two-way Communication in Two-way Communication SessionsSessions

12. Write Effectively12. Write Effectively

13. Prepare Action Plan13. Prepare Action Plan

14. Define Job Qualifications14. Define Job Qualifications

15. Effectively Implement 15. Effectively Implement Organizational ChangeOrganizational Change

16. Explain and Use Cost 16. Explain and Use Cost Reduction MethodsReduction Methods

17. Prepare and Use Cost 17. Prepare and Use Cost Reduction MethodsReduction Methods

18. Develop Written Goals18. Develop Written Goals

19. Justify New Personnel and 19. Justify New Personnel and Capital EquipmentCapital Equipment

20. Participate in Seminars and 20. Participate in Seminars and ReadRead

Communication . . .Communication . . .

. . .is what we do to . . .is what we do to GiveGive and and GetGet Understanding Understanding

Key Areas of Personal Key Areas of Personal CommunicationsCommunications

Job OrientationsJob Orientations Proper Job InstructionProper Job Instruction Key Point TipsKey Point Tips Job Performance CoachingJob Performance Coaching

““First Impressions tend to First Impressions tend to be lasting impressions”be lasting impressions”

““You never get a second You never get a second chance to make a good chance to make a good first impression”first impression”

Elements of Worksite Elements of Worksite Specific OrientationsSpecific Orientations

Prepare YourselfPrepare Yourself Put the Person at EasePut the Person at Ease Perform the OrientationPerform the Orientation Conduct Follow-up SessionConduct Follow-up Session

Orientation is a Orientation is a Worthwhile Investment in:Worthwhile Investment in:

Improved MoraleImproved Morale Reduced TurnoverReduced Turnover Greater EfficiencyGreater Efficiency Better Loss ControlBetter Loss Control

How Supervsiors Train How Supervsiors Train their Employees:their Employees:

Have them work with experienced employees. Have them work with experienced employees.

………………………….... . . . . . . . . . . . . . . . . . . . . . 90%.... . . . . . . . . . . . . . . . . . . . . . 90% Personally provide the training . . . . . . .57%Personally provide the training . . . . . . .57% Company training department . . . . . . . 42%Company training department . . . . . . . 42% Provide training from outside. . . . . . . . 27%Provide training from outside. . . . . . . . 27% Provide no special training. . . . . . . . . . . 5%Provide no special training. . . . . . . . . . . 5%

Proper Job InstructionProper Job Instruction

CorrectlyCorrectly QuicklyQuickly ConscientiouslyConscientiously SafelySafely

HOWTO

GETA

PERSONTO

DOA

JOB

Steps in Performing Job Steps in Performing Job InstructionInstruction

MotivateMotivate Tell & ShowTell & Show TestTest CheckCheck

Learners Tend to Learners Tend to RememberRemember

10% of what they read10% of what they read 20% of what they hear20% of what they hear 30% of what they see30% of what they see 50% of what they see and hear50% of what they see and hear 70% of what they say as they talk70% of what they say as they talk 90% of what they say as they do 90% of what they say as they do

somethingsomething

MotivateMotivate

Put the learner at easePut the learner at ease Find out what the learner knows Find out what the learner knows

about the jobabout the job Position learner properlyPosition learner properly Build learner’s interestBuild learner’s interest Emphasize importance of job and Emphasize importance of job and

learner’s performancelearner’s performance

Tell & ShowTell & Show

Demonstrate the operationDemonstrate the operation Use step-by-step approachUse step-by-step approach Stress key pointsStress key points Instruct clearly and completelyInstruct clearly and completely

TestTest

Have the learner tell and showHave the learner tell and show Have the learner explain key Have the learner explain key

pointspoints Ask questions and correct or Ask questions and correct or

prevent errorsprevent errors Continue until you know the Continue until you know the

learner knowslearner knows

CheckCheck

Tell learner whom to go to for helpTell learner whom to go to for help Put learners on their ownPut learners on their own Follow-up often:Follow-up often:

answer questionsanswer questions review key pointsreview key points

Reinforce positive parts of Reinforce positive parts of performanceperformance

Core ConceptCore Concept

IN GENERAL IN GENERAL - If the learner hasn’t - If the learner hasn’t learned, the instructor hasn’t taught.learned, the instructor hasn’t taught.

AT WORK AT WORK - If the worker hasn’t - If the worker hasn’t learned, the supervisor hasn’t taughtlearned, the supervisor hasn’t taught

Positive Core ConceptPositive Core Concept

When the learner (employee) has When the learner (employee) has learned, the instructor (supervisor) learned, the instructor (supervisor) has taught. . .has taught. . .

. . . and has led the way to better safety, . . . and has led the way to better safety, quality, production, and cost controlquality, production, and cost control

Key Point TippingKey Point Tipping

The organized process of giving The organized process of giving employees helpful hints, employees helpful hints, suggestions, reminders or tips about suggestions, reminders or tips about key safety, production, cost control, key safety, production, cost control, or quality points in their workor quality points in their work

Three Basic Guidelines for Three Basic Guidelines for Key Point TippingKey Point Tipping

Deal with any aspect of the Deal with any aspect of the person’s performance (safety, person’s performance (safety, production, quality)production, quality)

Keep tips short and simpleKeep tips short and simple Give tips as reminders rather that Give tips as reminders rather that

as formal instructionas formal instruction

Key Point TippingKey Point Tipping

Is Easy to LearnIs Easy to Learn Takes Little TimeTakes Little Time Cost Almost NothingCost Almost Nothing Aids Safe and High Quality Aids Safe and High Quality

ProductionProduction

Give A Tip With Every High Give A Tip With Every High Risk JobRisk Job

Job Performance CoachingJob Performance Coaching

The day-to-day actions The day-to-day actions taken to help people taken to help people perform as well as perform as well as possiblepossible

The Right-to-Know The Right-to-Know PrinciplePrinciple

Every employee has the right to Every employee has the right to know:know:– What his job isWhat his job is– The job performance criteriaThe job performance criteria– How he is doingHow he is doing– Specific steps for improvementSpecific steps for improvement

Corrective Coaching Corrective Coaching and Developmental and Developmental

CoachingCoaching

Steps in Corrective Steps in Corrective CoachingCoaching

Get agreement on problemGet agreement on problem Mutually explore alternative Mutually explore alternative

solutionssolutions Mutually agree on actionMutually agree on action Follow-up and measure resultsFollow-up and measure results Reinforce desired behaviorReinforce desired behavior

Basic Beliefs behind Basic Beliefs behind Developmental CoachingDevelopmental Coaching

People want to succeedPeople want to succeed Leadership climate is importantLeadership climate is important Development is personalDevelopment is personal Improving present job performance Improving present job performance

is basicis basic Communication is vitalCommunication is vital

Performance Appraisal Performance Appraisal is . . .is . . .

. . . an evaluation of a person’s . . . an evaluation of a person’s job performance and potential, job performance and potential, usually made by that person’s usually made by that person’s immediate supervisor.immediate supervisor.

Apprasial TipsApprasial Tips

Emphasize performance, not personalityEmphasize performance, not personality Use facts and examplesUse facts and examples Evaluate typical performanceEvaluate typical performance Avoid “ancient history”Avoid “ancient history” Show both the improvements and Show both the improvements and

problemsproblems Don’t hide thingsDon’t hide things Keep confidencesKeep confidences

Performance Performance Discussion. . . Discussion. . .

. . . is a two-way communication . . . is a two-way communication between and employee and his between and employee and his supervisor regarding:supervisor regarding:the persons job the persons job

(responsibilities/indicators/standards)(responsibilities/indicators/standards)the person’s job performance (not what the person’s job performance (not what

the person “is” but what the person has the person “is” but what the person has done)done)

plans for performance improvement and plans for performance improvement and personal developmentpersonal development

Tips for Effective Tips for Effective Performance DiscussionsPerformance Discussions

Know the jobKnow the job Know the personKnow the person Know what goals and Know what goals and

objectives you want objectives you want the person to dothe person to do

Emphasize growth in Emphasize growth in present jobpresent job

LISTENLISTEN

Stress acceptanceStress acceptance Use specific examples Use specific examples

to illustrateto illustrate Observe “working” Observe “working”

limitslimits Agree on behavior Agree on behavior

change goalschange goals Set up a timetableSet up a timetable