excellence in supervision

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Excellence in Supervision

Marnys Developing ProgramDr. Wael nofal

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contents

Introduction

Getting started

Managing for high performance

Communicating with others proactively

Coaching for excellence

Dealing with change positively

Action plan

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Introduction

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Part 1. Getting started

Leadership is the ability to decide what is to be done and then to get others to want to do it.

The Supervision The opportunity: more responsibility. Improve performance

More work. Learn more

More stress. Develop your skills

More challenge. Progress in your career

More result

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Why do you want to supervise others?

To increase your job satisfaction

To challenge your skills

To learn and grow

To gain more responsibility

To make more money

To achieve a personal goal

To gain confidence

To ……………………

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What the difference?

SV a different ball game from just doing the job.

SV involve:

understanding the dynamic of working through people.

communicating well with others.

learning performance management skills.

effectively coaching others.

handling change positively.

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How to transition to supervisor?

Three key area need your attention:

1. Personal needs

2. Other departments’ needs

3. Employees’ needs

First clarify your and yours’ employees role, goals and job description.

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Medical Representative

Job Purpose

To achieve targeted sales , maximize market

share, M.S. growth and customer share for

allocated products in the territory

Major Accountabilities1- Achieve annual territory sales target.2- Implement territory action plan to optimize number of

calls on target customers.

3- Reach target visiting (quantity and quality) according to annual sales objectives

Medical Representative Major Accountabilities

4-Check medical segmentation, maintain and

update customer information and complete call reporting data.

5- Provide key and detailed information on target audiences.

6- Provide & maintain updated competitive information (e.g. market tactics and activities, collection of competitor's materials)

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Medical Representative Major Accountabilities

7- Co-ordinate cycles visit with co-detailing colleagues to maximize customer coverage impact.

8- Collect and record information relevant to customer targeting and systemically .

9-Analyze territory product performance and market data on brick-level on regular basis and purpose action plan to area supervisor.

10-Regular update of Drs. List in his territory.

11-Ensure adequate preparation and follow-up of specific training modules (medical, product, selling skills). 10

Supervisor/ Manager

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Supervisor’s Job description

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Job Purpose

application of Marnys strategic plan and follow-up

of promotion/Med. Reps. To achieve targeted

sales , maximize market share, M.S. growth and

customer share for allocated products in his area.

Major Accountabilities1- Achieve annual area sales target.2- Implement Marnys action plan to optimize Med. Reps

action.

3- take the full responsibility of Med. Reps

Supervisor’s Major Accountabilities

4- Organize, Direct (lead), Coach, Delegate, Motivate& control the Med. Reps.

5- Double visit for evaluation and support.

6- Sales& stoke analysis.

7- Follow up of Med. Reps. Plans.

8- Train, Develop, improve the Med. Reps. (scientific, products& skills).

9- direct Med. Reps. For perform effective and valuable reporting .

10- key accounts follow up. 13

For Manager only:

• administrative aspect of manger’s job

Management

• interpersonal aspect of manger’s jobLeadership

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Management:(administrative aspect of manger’s job)

1. Planning

2. Organization

3. Direction (leading)

4. Coaching

5. Delegation

6. Motivation

7. controlling

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Leadership:(interpersonal aspect of manger’s job)

Increase/create tusks of his employments to achieve objective by given good future

1. Change2. Inspiration3. Motivation4. Communication5. Hoping6. influence7. Ethics8. Direct

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Career developments:

1. evaluated state & performance

2. SWOT analysis

3. improvement plan

4. improvement strategy

5. implementation

6. control/follow up

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Important in management:

1. responsibility2. right delegation3. share objective formation4. good communication5. learning6. accept change/development7. given time to implement (my time)8. support, implement success9. basic/essential treatment problems10. Seriously

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Transition with the employees:

Have your manger introduce you in your new role at a meeting. At the meeting, explain your excitement and other feeling about the

job. Keep your early interactions with employee ‘low key’. Don’t come off

too strong. Meet with employee one by one to discuses their job, area. Be

informal, listen and ask for ideas to make things better. Hold work group meeting. Be positive and discuses your goal to help

reach the company goals. Observe people in action, help out where appropriate, and listen for

ways for improve. Ask a few employee for their thoughts on changes you may want to

make. Seek their input. Introduce changes more slowly if performance is good. Change

things more quickly if performance is poor.

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The definition of a supervisor

SV is working with or

through or

for employee

Excellence in SV means achieving positive result through people. (influencing people)

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Influencing skills

Involve two type of power:

1. Personal power : influencing people to do things because they ‘want to’

2. Position power: influencing people to do things because they ‘have to’

Excellence SV positively influence people: employee, co-workers, and customers.

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Defining Excellence

2008

Marketing Trends Predictions

Defining Excellence’s way

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Defining Excellence

Learning from your past experiences will help you do well as supervisor.

Answer each question to help you define excellence in SV:1) From your experience, what causes employee respect a

supervisor?2) From your experience, what causes employee to dislike a

supervisor?3) How do you want to be viewed as a supervisor? is their anything

you need to learn to help you achieve that?4) What skills do you already have that will help you succeed?5) What definition would you give to an excellent SV?6) What is your role as a supervisor?7) What duties will you perform in order to fulfil your role?

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The responsibilitiesput a chick next to the responsibilities below that you agree with and add others you believe are important:

Recognize employees for a job well done. Treat all employees respectfully, fairly, honestly, and with dignity. Keep employees informed about CO. goals and result. Be positive and encouraging to employee. Show interest in each employee as a person. Give employees an opportunity to learn and grow through ingoing

training and education. Deal with performance issues consistently and fairly. Help employees develop teamwork and sense of belonging. Be a good listener to employee problems and suggestions. Encourage initiative and new ideas. Communicate your belief in peoples potential and the importance of

the work being done. Support and represent your employees in the company. Accept your own mistakes openly and learn from them. Be accountable for your results. This is leadership.

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Management Thought

Old SCHOOL

Boss

Authoritarian

Controller

Organizer

Expert

Cop

referee

New SCHOOL

o Team leader

o Communicator

o Coach

o Facilitator

o Listener

o Problem solver

o cheerleader

Traditional supervisionyou know it when you see it

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58@N00/365740316

http://www.flickr.com/photos/87869758@N00/365740316







day-to-day

challengesa day in the life. . .

•9-5 schedule

•many meetings

•high turnover

& things are changing

21st century changes. . .

•technology

•generation trends

•workplaces and values

New supervisionyou will know it when you see it

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72@N00/707543617


http://www.flickr.com/photos/jakebou

ma/109039319/














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three questions

1. which does what?

2. where does it go?

3. where can I get it?

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Strategies for getting started

Obtain a copy of your job description and then discuss it with your manger to clarify goals, expectations, and priorities.

Talk to and interview three other supervisors or managers whom you admire, ask them: How they help people stay motivated. How they handle problems. How they keep a good attitude.

Make a plane for skills improvement (seminars and books) Develop a written plan for your work area. List action steps you will take to prepare to win. Meet with your manager monthly to review results.

update him on your progress. Discuss problems and your ideas for solutions. Get input and new information from your manager.

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Part 2.Managing for high performance

Experience with people is that they generally do what you expect them to do.

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Performance management

How do I motivate people?

Key skills for managing performance:

1) Set clear expectations and goals

2) Give positive feedback

3) Handle performance problems effectively

4) Supervise with flexibility

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The benefit of managing performance

are all supervisors use Key skills for managing performance? Why use, not use it?

Benefits obstaclesWhy use these skills? Why aren’t they used more?

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Benefits obstaclesWhy use these skills? Why aren’t they used more?

Build confidence in employee

Clarifies and expectations

General pride in a job

Increase job satisfaction

Creates willingness to go the extra mile

Relieves job boredom or routine

Increase productivity

Others ………..

Don’t know how

Don’t think the skills work

Don’t want to change

Don’t have enough time

Have tried and failed

Laziness or apathy

Accept mediocre result

Others ……..

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1) Set clear expectations and goals

SV must establish standards for performance, this way employees will know what good performance look like.

Standards often written in terms of the goals to which they relate: quantities, qualities, accuracy, service, and relationship.

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How to set clear expectations?

By meeting with employees one by one. During meeting address: Explain the job during hiring process.

Go over job description during the interview. Plan to review the job duties and goals regularly

together. With new employee, review the first day on the

job and at the end of first week

Focus on key job duties, goals, and result during every regular meeting

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How to set goals

Specific

Measurable

Attainable

Relevant

Time-bound Lack of clear goals relates to 80 % of performance problems.

Goal setting can improve performance 25%.

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Establish clear expectations and goals

Name:---------------------

Job:---------------------------

Overall responsibility:

Key job duties Improve area * priorities + mark strength

performance goals (SMART)

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2) Giving positive feedback

Feedback is the breakfast of champions.

Both + or – feedback are acceptable when used correctly and appropriately.

Over 90 % of employee want more recognition and praise

Principle of recognitions:

be specific, immediate as possible, related to activity or result, personally, be sincere and genuine, and praise progress and accomplishment.

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Providing rewards and recognition

No cost:

Low cost

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3) Handling performance problems

Constructive negative feedback is the key to high performance and motivation at some times.

How will the employee improve if he don’t know what’s wrong or don’t’ realize their mistake.

In general no bad people there are no bad people, just some with behaviour problems.

Review session (one-on-one meeting) to give constructive feedback to improve poor performance. (counselling or disciplinary).

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Principles for giving constructive feedback

Be as immediate as possible.

Be specific about the problem.

Clarify your expectations, goals, and plans.

Avoid judgmental criticism.

Treat the person respectfully.

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General directions of Review session:

1) Counseling method:

extra help, privately done.

Steps will done:1. Identify the problem.

2. Ask for the employee’s view.

3. Seek the employee’s ideas on how to improve.

(add your guidance)

4. Agree on a plan and put it in writing.

5. Establish a follow-up review of results.

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Follow General directions of Review session:

2) Disciplinary method:

mostly include verbal and written warning,

to protect the employee’s rights, yourself, and your Co.

Steps will be to done:1. Identify the problem.

2. State the expectation or goal.

3. State the consequence.

4. Ask for employee comments, then summarize.

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Ex. Identifying performance problems:

Potential performance problems: Poor services or workmanship

Absenteeism

Missed deadlines

Performance below expectations

Tardiness

Difficulty getting along with other

Customer complaints about the person

Critical or negative about work and the company

Poor communication

Lake of follow-through

Other:

Counseling or discipline?Describe a situation where you need to use the (Counseling or

discipline) method?

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4) Supervising with flexibility

Work with employee according their needs and situation. All employee need goals, recognition, and help with

performance problems. Different strokes for different folks.

motivation?

employee

skill?

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Flexibility:

Determining how to best help each employee, according to the individual’s current needs and situation.

Motivation: this involves a person’s willingness to do the job. (does the employee “want to” and believe he can do the job? )

Skill: this area takes into consideration experience at doing a job. (does the employee have the knowledge and ability to perform well? )

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Basic approaches for managing for high performance

Relationship app. Training app.

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Encourage the employee

Ask for input and listen to the employee’s ideas

Solve problems with the employee

Be positive and enthusiastic

Check in with person every day

Give regular praise

a) Relationship approach

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Understanding employee needs:are the money is the most important motivator?

1. Challenges (goals, risks, change, learning)

2. Recognition for a job well done.

3. A feeling on things (teamwork, input, opportunity)

4. Job security

5. money

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b) Training approach

OTJ SKILLS: On The Job training for employee who are inexperienced (any job, task,

or skill). For OTJ to be effective, it involve 4 basic phases, called P3+E.

1. Present

2. Practice

3. Perform

4. Evaluate

Excellent SV must encourage employee to active participation during training

Plan for training involvement for employee 2- 4 training per year.

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Performance Assessment

very important of SV with flexibility is assessing the employee’s performance level.

motivation?

Performance level employee( EMB )

skill?

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Performance Assessment continued

Assessment can be on an overall basis or on the basis of meeting specific criteria.

Ex.

Goal Area Current Performance Level

Quality of work M (meets expectations)

Timeliness of work E (exceed expectations)

Teamwork with other B (below expectations)

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Part 3. communicating with others proactively

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Part 3. communicating with others proactively

Building interdependent relationships:

A

A B

B

Dependant = Interdependent =

Subordination Equality

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Use the key communication skills checklist to help you do

better, develop interdependent relationship with employee.

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a) Communicating One-On-One with employee

Why was a policy necessary?- too many SV were reactive, not proactive.

- (A SV who is too busy for employee is too busy to be a supervisor)

- you should meet with inexperience employee more often

Purpose of One-on-One Discussion: Discuss performance issues

Give recognition

Listen to personal problems

Conduct a coaching session

Sole problems

Brainstorm new idea

Delegate a task

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What’s the benefits of one–on one communication

Improve communication

Eliminate some problems

Prevent other problems

Demonstrate respect and concern

Increase moral

Enhance performance productivity

Build rapport and trust

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Delegating tasks

Goals of delegating: give an employee a task he can do or can learn to do, so you can accomplish other

pressing goals.

Develop your employees’ skills

Accomplish better and faster result

Reasons for not delegating:

(why many leaders fail to delegate for a variety of reasons?) Lake of confidence in employee

Lack of time to communicate about a task or train the employee in the task

Personal pride and reward in doing a task

Personal competence in a task and desire for it to be done right

Fear of letting go of a task

Don’t know how to degree delegate

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How to delegate1. Outline clear expectations, goals, and reasons for delegating the task.

2. Set timeline.

3. Answer any questions or concerns.

4. Reassure the employee that he can do it. Give needed tools, support, or training.

5. Follow up to chick on progress.

Make A Plan to delegate

Task/goal keep delegate Why delegate or keep

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b) Communicating with a team

Together

Everyone

Achieves

More

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Use a Team Approach

HOLD REGULAR WORK GROUP MEETING TO: Share company and department information

Discuss problems

Recognize results

Conduct training

Communicate about performance results

Create plans

Brainstorm ways to improve

Gain input

Review changes

Check on how people are doing

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Guideline for team meeting

Have an agenda that you’ve prepared in advance

Take notes

Start on time

End on time

Get others involved by asking for input and letting other present material

Be a good listener

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c) Communicating every day with others

MBWA- “Managing By Wandering Around”: to be

available and to roll up your self to interact and work with other.

Evidence of poor communication

The SV is never around to talk things over or make a decision

The SV is always in a meeting

The SV spends too much time on the computer pounding out memos or reports

The SV is unapproachable because of a negative attitude

The SV claims to be too busy to listen about problems and concern

The SV never holds a department meeting

others

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How, why Communicating every day with others?

Comm. Requires interaction with others (discuss focus on weather, moon, vacation, interest, family, general news).

Comm. Is an investment (if you give your employee more of your time they give you more of they time, return)

Treat people with respect, talk to them, listen, and work with them.

The best leaders have the best people skills

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Communicating with your manager

Reason for communicating upward

Keep your manager informed of your progress

Build your manager’s confidence in your ability to get things done

Minimize the problems your manager has to solve

Get help when needed

Share your ideas and solutions

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Strategies for proactive communication

make a commitment.

Prepare, prepare, prepare.

Ask for another feedback.

Delegate tasks effectively.

Continuous improve your skills.

Part 4. Coaching for excellence

Coach must keep everyone on the team in touch with present-moment realities.

Knowing where they stand

knowing where they’re falling short of their potential.

Knowing it openly and fairly.

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The changing playing field

Emergence of the information age

Greater competition

Increasing customer demands

Volatile workforces

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The best and worst supervisors

Worst Behavior

1. …

2. …

3. …

4. …

Best Behavior

1. …

2. …

3. …

4. …

character

1. …

2. …

3. …

4. …

Character

1. …

2. …

3. …

4. … 81

Coaching behavior of supervisors

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Leadership character:

Honesty

Forward looking

Inspiring

Competent

Fair-minded

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Coaching for excellence inventory

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The coaching process

Formal coaching

Informal Coaching

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Informal Coaching(day to day relationship between the supervisors and the employee)

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Formal coaching(talking one-on-one with employee to help them improve performance)

1) Review goals and expectations.

2) Assess level of performance.

3) Provide feedback/ guidance.

4) Develop action plans.

5) Establish follow-up.

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Coaching worksheet: sample

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Case study 4

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Case study 4

Strategy for effective coaching

Discuss the result of the coaching for excellent inventory with your manager.

Review how you have applied informal coaching.

Complete a formal coaching session with an employee and document the results using the coaching worksheet.

Reword yourself! 92

Part 5. Dealing with change positively

To improve is to change, so to be perfect is to have changed often.

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The four forces create the change:

1) Emergence of the information

age.

2) Greater competition.

3) Increasing customer

demands.

4) Volatile workforces.

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Do you see the change as a problem or a possibility?

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Basic ways to change

Reactive

Be forced to change

ProactiveMake a deliberate

choice and plane to change

The realities of change

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Organizational change:

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Why to change?

Lower morale

Higher stress levels

More conflicts/problems

Decrease in productivity

Decrease performance/quality

Poorer attitudes 98

Change techniques(strategies for managing change)

Communicating change effectively

Change-management skills

Brainstorming

Problem solving99

1- Communicating change effectivelyCase study:

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Ten commandments for implementing change

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Techniques for communicating change

Hold department meetings

Conduct one-on-one sessions

Use change-management skills

Get people involved through brainstorming

Do group problem solving

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2- Change management skills

Communication with others, introduce to the TEAM communication:

Together focus on a purpose of the change.

Empower others to participate positively in adjusting

to the change.

Aim for consensus on how to achieve the goals of

the change.

Manage the process to track more effective results.

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Change management skills

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3- Brainstorming change ideas

Go for quantity rather than quality, to keep ideas flowing

Absolutely no criticism is allowed

Everyone’s participation is encouraged Give employee a few minutes to write individual notes

Share one idea at a time through a round robin

Build on each other’s ideas

Move quickly

Creative or weird ideas are helpful

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The brain storming process

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Uses of brainstorming

Improve a procedure

Increase quality/performance

Build team work

Increase productivity

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4- the problem-solving techniques

1. Clearly and specifically identify the problem

2. Outlines 3-5 obstacles that get in the way of success.

3. Outlines 3-5 forces that will help your success.

4. Identify 3 alternative solutions and the possible outcomes.

5. Decide on a course of action.

6. Create a specific plan to implement the solution. (add timelines)

7. Follow up 108

109we re-invent the wheel

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Problem analysis tools

Ishikawa’s fish-bone concept

Helicopter view

The Helicopter View

Overall situation

Problem/s

Alternative/s

Decide on best option/s

action

Follow-up

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Fish-bone diagram

environment

materials

polices

product

people

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Problem solving practice:

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Case study 5

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Action plan: Keep Excelling

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HOW GOOD CAN YOU BE?

I don’t have time

Management doesn’t support me

Customer don’t understand

Employee don’t care

Unions are too fighter

I tired

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Think of potential, not the problems

Be action oriented, not apathetic

Stay proactive, not reactive

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HOW GOOD CAN YOU BE?

excellence in supervision

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