supervisory leadership training 2007 synergy allied llc
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SUPERVISORY LEADERSHIP TRAINING
2007
Developing & Implementing Effective Supervisory Leadership
Skills
04/07/2023 1
Philip C. Hickmon, M.P.A., R.S.W.
DISCLAIMER The opinions presented herein are
the views of the Synergy Sallied LLC and do not necessarily reflect the official position _____________________ nor any other part of the _____________________.
04/07/2023 2
AGENDAI. Welcome and
Introductions! II. Purpose Of Training III. ObjectivesIV. Definitions/
ClarificationV. RolesVI. Conclusion and Final
Points
Techniques to underscore learning/applications Group Exercises Video Modules
04/07/2023 3
WELCOME Trainer’s Intro/Experience Audience Introductions3 Things about yourself
04/07/2023 4
WHY ARE YOU HERE? PURPOSE? Organizations must
develop effective leaders (supervisors/leaders). However, supervisors who assume
positions without basic leadership skills create many negative consequences, including high employee turnover costs, low employee morale and loyalty, and reduced customer satisfaction.
04/07/2023 5
9 FUNDAMENTALS CRITICAL ROLES1. Leader / Advocate2. Performance Manager3. Coach, Counselor &
Advisor4. Change & Transition
Leader5. Strategic Communicator6. Problem Solver7. Decision Maker8. Team Leader9. Colleague, Coworker,
Collaborator
You will indeed need to understand and apply in your new leadership role…
04/07/2023 6
OBJECTIVES: WHAT WE WILL ABSORB
Describe/Define Leadership Acquisition Of Leadership Skills, Behaviors:
Effective and ineffective styles, traits, etc Identification Of Own Leadership
Relationships Explain how/why each role of leadership
integrates and/or plays off the other – be able to characterize the associations.
Apply 9 roles: Your skills, like all skills, need development and forums for practice.
04/07/2023 7
DEFINITION OF LEADERSHIP Leadership
The process, by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
Leader An individual who is able to exert
influence over other people to help achieve group or organizational goals
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DEFINITIONS ANALYSISAbility to translate a vision into reality.Active process of knowing what one wants out of life and what one is willing to give in return.Begins with you and comes from youProcess of influencingWorking in concert with othersAbility to inspire confidence and support
Differences? Similarities'? Common Themes?
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GROUP AWARENESS EXERCISEName a leader in your eyes –
why do you admire them as a leader?
What and why are their challenges to developing leaders?
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DIFFERENCES BETWEEN LEADERSHIP & MANAGEMENT ROLESLeadershipLeadership involves big picture vision and ability to move others forward
Motivating by communicating visions & goals
Balancing diverse needs Acting for the advancement
of the field Taking appropriate risks Anticipating trends/strategic
planning Communicating effectively Policy and financial
development Mentoring 04/07/2023 11
ManagementManagement involves
infrastructure, organization, development and team-building Building teams Marketing & product
development Imparting organizational values Communicating organizational
visions Planning and management Budgeting/financial management Recruiting/managing personnel Running meetings
Take A 10 Minute Break
04/07/2023 12
Leader/Advocate
See Big Picture
Understand
Roles/Understand
Self
Appreciate and
Motivate
Walk Your Talk --Set Targets
04/07/2023 13
UNDERSTAND ROLES/UNDERSTAND THE POSITION OF LEADERSHIPDifficult to belong to either side to function effectively
• You represent the company. It’s difficult to belong to either side to function effectively.
• You are not always a welcome presence, which is probably something that you have not heard before.
You alone cannot make everything all better; you must remember (2) things…..1. You were not
elected to this position
2. You are not a miracle worker.
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PRIMARY ROLE
How To Walk Your Talk (Demonstrate Every Second of The Day) Demonstrate passion, commitment, belief in
the cause (a tenacious approach) Be cool - calm - collected: Collaboration
skills – ability to move toward consensus Have Vision for field and focus on key goals Share experience and expertise
04/07/2023 15
PRIMARY ROLE (CONT’)
Show savvy/ability to be at right tables and garner support of key decision makers
Display integrity, honesty and credibility Be curious and drive/motivate others Be flexibility and patient Communicate complex ideas clearly and
effectively Take calculated risks and translate learning
into action
~Walk Your Talk! 04/07/2023 16
T O BECOME A LEADER/ADVOCATE: YOU MUST UNDERSTAND YOUR OWN VALUES Values
Lie deep within us, strongly held - Entwined with feelings
We must understand that our values can be altered by socializing forces.
Select to be on the side of what is: right, Ethical, Just, Moral
04/07/2023 17
LEADERS/ADVOCATES DO NOT SACRIFICE CHARACTER It is more than just talk. Talent is a gift,
character is a choice. It brings lasting success with people. Leaders cannot rise about the limitations
of their character. Face the music
If you have shortchanged someone, apologize to him/her.
Rebuild
04/07/2023 18
BALANCE ACCOUNTABILITY Your accountability requires that you try and
maintain a distance from both employees and upper management. You must be able to see both sides and communicate
the issues related to each. Therefore, it is necessary to have boundaries and limits. You can be colleagues, but not friends.
Maintaining a balanced distance allows you the ability to support company policies/procedures in front of your employees. If you disagree with a policy or procedure discuss that
in private with your superiors. This will preserve trust and respect from both sides.
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Performance Manager
Focus on the gain
of progress
Set the expectations--follow-
up constantly
Use data as
pressure points---
underscores
business case
Be consistent
and act ethically—
no favoritism
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PRIMARY ROLE
Set goals and objectives to achieve the target. Work closely with their employees in getting their
input into the various performance related goals. Describe the methodologies, metrics, processes,
systems (software) which are used for monitoring and managing the business performance of a task.
Upon target dates for reaching their goals and establish time parameters of the plan.
Keep performance in sites (time-limited and targeted)
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ACTION PLAN
Once you have established the goals and objectives, action plans are necessary…. Action plans are considered defined
directions navigating you from A-Z. With an action plan everyone knows
what they are expected to accomplish, in what time parameter, and how they are going to execute their plan.
04/07/2023 22
MEASURING VALIDITY
The final part of the plan is the ability to measure the quality of the results. As a supervisor it is imperative that you check the
employee’s performance plan and their progress. While affording your employees great autonomy, you must nevertheless periodically monitor their progress.
Various tools that are used to measure performance raw numbers such as; Sales figures, cost reductions, these are examples of data that can be easily measured at any point.
04/07/2023 23
CHARACTERISTICS/BEHAVIORS OF LEADERS/ADVOCATESDifficult to belong to either side to function effectively
• You represent the company. It’s difficult to belong to either side to function effectively.
• You are not always a welcome presence, which is probably something that you have not heard before.
You alone cannot make everything all better; you must remember (2) things…..1. You were not
elected to this position
2. You are not a miracle worker.
04/07/2023 24
HOW DO MEASURE PERFORMANCE? BE SMART…. USE THE S.M.A.R.T. method for checking
the validity of the objectives, which should be 'SMART': Specific Measurable Achievable Realistic, and Time-related
04/07/2023 25
LINK PERFORMANCE MEASUREMENTS TO MISSION – VISION - VALUESLinking:
Define objectives for each employee and then to compare against the objectives which have been set by overall strategic and operational plans.
Continuously track the process and provide feedback to reach the objectives through 1:1’s
Accountability Training Module
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Take A 10 Minute Break
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Coach, Counselor & Advisor
An individual that does
not manage people;
they lead and
inspire.
Assess learning styles,
personality
Pay attention – what is working well as
well as we need to address
Find Coachable Moments--
-goldmines
for improving
04/07/2023 28
PRIMARY ROLE At one level your employees want
what we all want, direct and truthful information about your expectations of them and honest feedback and finally, fairness in how you treat them in comparison to others.
04/07/2023 29
DEVELOP COMPETENCIES Give staff an opportunity to develop new
skills, grow in ways that will allow you the ability to delegate new responsibility Why? To keep them engaged, so that they do
not become bored in their current position, and want to move on.
Generally, if employees do not feel that they are growing they become stagnant of their position and with the organization. When people feel they are growing, their loyalty
to their supervisors and the company will increase and they perform better.
04/07/2023 30
KNOW WHAT HAT TO WEAR AND WHEN Sometime in your life someone
pushed you to do something that you thought you could not excel in, but once it was over, you could not believe how well you performed. If you think back to those experiences
they are powerful reminders that one person can have so much influence on you and so many others.
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TRUST HAS TO BE BUILT FIRST TO BE ABLE TO COACH, COUNSEL & ADVISETo develop trust, you must:
Walk the TalkMake policies explicit, transparent and apply themconsistently across employeesUnder-promise and over-deliverDemonstrate how your interests are aligned withtheir interests
Use participative decision-making processes
Celebrate wins
Take the first step: Signal that you trust them and that you expect them to trust you.
04/07/2023 32
BE AUTHENTIC These 6 points will be your guide--needed
in almost any aspect of leading others 1. Know yourself authentically 2. Listen Authentically 3. Express Yourself Authentically 4. Appreciate Authentically 5. Serve Authentically
**People Don’t Care How Much You Know….Until they know how much you care.”
04/07/2023 33
BE CONSISTENT!
Consistency, consistency and more consistency matters to all of us.
Consistency is very important because it shapes as well as supports all of our expectations.
Consistency is crucial not just because it establishes standardized procedures, but also because it affirms fairness.
Even though some may disagree with a certain policy or procedure they will accept it better when they know everyone else must do so. Your company and your department should have written
policies and guidelines that are available for employees to review at any time.
04/07/2023 34
COACHING REQUIRES SYNERGY While the other roles you adopt as a
supervisor tend to focus on each individual’s needs and capabilities, the role of coach additionally requires you to bring people of diverse skill levels and backgrounds to work as a unified team. When this happens the synergy among them
will generates a product or result that surpasses each individual’s abilities.
Coachable moments: In these moments we move from passive observer to active coach, redirecting and praising improvement on the road to mastery. 04/07/2023 35
EFFECTIVE COUNSELING/ADVISINGMake people feel strong, help them feel that they can influence their environment.Build trust. You should be open, and honest, and forthrightMake sure members know how to do the task before designating duties Structure Cooperation rather than Competition
04/07/2023 36
You must decide to be proactive or reactive
Coaching/Counseling/Advising is a proactive function
Progressive Discipline is a reactive function
5 Step Connective Coaching Training Module
Change & Transition
Accept that
change will be
resisted
Drop Small
stones in to the pond—how will change affect staff
Be Transparent—gain
input, target
naysayers
Cement the
Change—work on desirable conditions
04/07/2023 37
DEFINITION OF CHANGE
A transition…the process of going from one steady state to another. Change occurs when the balance of our capabilities against our challenges is disrupted.
At certain times in our lives, we may encounter situations that will require us to change our attitudes and ways of thinking.
Bottom Line: Even the most
inspired visionary can't change an organization if he/she doesn't first understand the environment. Or….if the
organization is set up to thwart the change efforts…
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PRIMARY ROLE: HELP MOVE STAFF THROUGH CONTINUUM
04/07/2023 39
(Re) Freeze(Re) Freeze(Re) Freeze
Lewin-Schein Model for Change
MoveMoveMove
Prepare for Prepare for changechange
Implement Implement changechange
Stop changeStop change
UnfreezeUnfreezeUnfreeze
Getting people to change their Getting people to change their ““behavior.behavior.””
•• Convincing Convincing people to accept people to accept changechange
•• Selling the Selling the benefits of changebenefits of change
•• Assurance that Assurance that change comes with change comes with predefined goalspredefined goals
•• Stopping change Stopping change when goals are when goals are achievedachieved
•• Managing Managing changechange
Unfreezing – The Present State Prepare the individual or
group to accept change. Changing - The Transition
State The specific changes to be
introduced must be understood and accepted.
Refreezing -The Desired State The process by which
newly acquired behavior becomes regular behavior
WHY PEOPLE RESIST CHANGELoss of security or statusInconvenienceDistrust or uncertainty
At the heart of understanding how people react to change is the issue of control.
04/07/2023 40
People are most comfortable when they can influence what happens to them. People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.
There are two types of control we all seek:
Direct – Ability to dictate outcome
Indirect – Ability to at least anticipate outcomes
CHANGE WILL TEST YOUR ALLEGIANCES (CHARACTER AND VALUES) It’s your job to set the right professional behaviors in motion
from the start of your relationship with each one of your employees. When organizational changes occur you may need to speak for the
entire organization. It’s critical that you are professional as it a reflection of your
leadership. Negative outlooks, and actions will have a greater impact on the organization than positive outlooks and actions.
Bad comments regarding the organization or someone in the organization will spread like a cancer. You must insist on the proper ethical attitude and behavior be adhered to faithfully on the job.
04/07/2023 41
Take A 10 Minute Break
04/07/2023 42
Strategic CommunicatorWhat is and
is not important
to communica
te
Delivery of the
message is more critical
than the message
Balance the
message and
ensure you know who you
are talking too
Use 1:1’s to build
relationship manageme
nt
04/07/2023 43
PRIMARY ROLE: COMMUNICATE THINGS THAT MATTER*160 years ago, the newly invented electric telegraph carried the first news message.
The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C.
The public was dazzled — except Henry David Thoreau.
He wrote: "We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas; it may be, have nothing important to communicate."
04/07/2023 44
STRATEGICALLY COMMUNICATING WITH YOUR BOSSBefore Every Conversation Attempt To
Answer "YES" To These Questions: Do you know what Management wants to
hear? Needs to hear? Can you transfer information clearly,
concisely? Can you convey the reasons/rationale so
management believes as strongly as you do about the challenges you face?
04/07/2023 45
WORDS YOU LEAD BY MODULELanguage plays a primary role in how well we lead.
What are the words you lead by?
In order to change our language, we must slow down and be aware of what we say and notice the influence and impact our words have.
04/07/2023 46
1:1’S D.E.S.K.
DESCRIBE: Tell people what is expected of them.
EVALUATE: Make sure they know how to do it. Provide them the time, space, and authority to do
it. SHOW: Let them know that their input is
important and that they have control over their participation
KNOW CONSEQUENCES: Provide them timely feedback objectively and honestly
04/07/2023 47
Problem Solver
Anticipate the walls –
be proactive
Don’t ignore—charge,
Break it down by
looking for patterns
in the chaos
Learn about the problem don’t just scratch
the surface
04/07/2023 48
PRIMARY ROLE Solving problems by learning about
the problem…. The problem is that many roads lead
to learning. There is no best road. The key is to develop a multitude of
interconnected personal learning approaches and the discipline to make our continuous personal improvement a lifelong habit.
04/07/2023 49
ROOT CAUSE ANALYSIS Root Cause Analysis (RCA) is a
structured step by step technique that focuses on finding the real cause of a problem and dealing with that.
Rather than merely dealing with its symptoms. Root Cause Analysis is a procedure for ascertaining and analyzing the causes of problems, to determine how these problems can be solved or be prevented from occurring.
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ROOT CAUSE ANALYSIS What happened? Why it happened? What can be done to prevent the problem
from happening again.?A root cause is one of the most basic, or
fundamental causes of the situation (condition) with which we are concerned. Since the situation (condition) is usually affected by many things (physical conditions, human behavior, behavior of systems, or processes), several root causes will usually be found.
04/07/2023 51
VISUALIZE ENDS AND MEANSMost problematic situations which arise within organizations have multiple approaches to deal with them.
These 6 steps (approaches) generally require different levels of resource expenditure to execute them.
Scenario Training Module
Problem
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Decision Maker
Consider—Weigh--
Decide Use all tools available
Support Management, but walk
lock and step with your staff
Connect Knowledge and action,
with strategy
and executio
n.
The trick is to use the right tools at the right
time.
04/07/2023 53
COST-BENEFIT ANALYSISCost-benefit analysis (CBA) is the weighing-scale approach for decision-making.
All the positive elements are put on one side of the balance and all the negative elements (the costs and disadvantages) are put on the other. Whichever weighs the heavier wins.
04/07/2023 54
For Example: Your org. Wants to buy new business intelligence software to improve its business might use a CBA to make up its mind.
Minus (cost) side would be: The $ price of the software, the cost of consultants to install and implement the software, and the cost of training for the users of the software.
However on the plus (benefits) side would be: Improved business processes. Better available information. Increased staff moral, due to using these modern tools to support the business.
PRIMARY ROLE: YOU ARE PART OF LEADERSHIP NOW…ACT LIKE IT!It’s easy to blame problems or difficult decisions on higher-ups. Many people avoid responsibility for a situation with phrases like, “I know it’s idiotic, but administration is insisting on this policy,” or “we know the right approach, but the bosses are making us do it this way.”
While that might make you seem like ‘one of the gang,’ it only undermines your status as a leader.
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Why?
What happens to relationships when this happens?
What transforms in terms of your staffs perceptions?
Does your joining the gang, jumping on the bandwagon help your organization, your growth as a leader?
DECISION MAKER EXERCISE
Talk It Up: Tell Us About Your Daily ‘Operational’ Decisions… To launch or delay? Fire or hire? Take a promotion or let it be? Purchase new equipment or modify existing? Tell the boss or try to manage yourself Take more risky approach or conservative
approach
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INSIGHTACTION Decision making is the all-important
intermediate step between knowledge and action, between strategy and execution. Decisions come in all shapes and sizes, with
every sort of consequence in between. At work, at home, in the community, we make decisions all the time, a constant barrage of them.
Some decisions are as trivial as ordering whole wheat or rye, while others are as consequential as standing in silence or blowing the whistle when witness to company malfeasance.
04/07/2023 57
Take A 10 Minute Break
04/07/2023 58
DISCUSSION OF DVD SCENE How Does This Scene Underscore Our Roles?
Assess: “Anyone ever serve in the Army?” Team Work: “Work together” Give Direction - Coaching -Support - Delegating
“Stay close---Come Together” “Lock Your Shields” “As ONE!” “Single Column” Timing Is Critical: “Hold!”
Sacrifice: By saving his friend—trust built in one action with entire group.
Praise: “Well Done!” Celebrate!
04/07/2023 59
Team LeaderAssessment
: Quality Time, Know Strengths
and Weaknesse
s
Key is to Empower
Direct –Coach –
Support - Delegate
Praise and Celebrate
04/07/2023 60
PRIMARY ROLE Do not treat the team as a “thing.”
People resent being treated as “things”. What happens when we’re treated like
“things”? We become alienated, resentful, resistant, complacent, and unenthused.
Someone who treats people as things is often insensitive, unsympathetic, and focused on self rather than others.
Things get managed. People get led.
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WHAT IS A TEAM?Definition: A group organized to work together. A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.
WHY DO TEAMS WORK?Whole is greater than the sum of its parts….
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Research has confirmed relationships between human factors and productivity are linked to increasing motivation and performance….individuals bring a range of talents, knowledge, experience, contacts, etc.
Other Benefits: Sense of accomplishment, self-fulfillment, get to know one another, more participation in activities
EMPOWERMENT Empowerment is about utilizing the
knowledge, skill, experience and motivation power that's already within your people.
The majority of people in teams and organizations throughout the world are severely underutilized.
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MACRO RESPONSIBILITIES (HOW YOU CREATE A HIGH PERFORMING TEAM)Establish Team Structure
Short term team? Long term team?
Establish specific objectives, and authority
Consensus on expected Communication Strategy Needs: Secure resources Thank Everyone and make
sure all members are participating
Help members make their point clearly
Strategic Ways to Involve Team Members
Pass a baton Ask open-ended
questions Call directly on
nonparticipants Assign specific tasks Ask for opinion Rotate team roles
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MICRO DUTIES AND TASKSOperational NeedsRecognize individual team members informally and continuallyAlso provide formal recognition for special accomplishments Making Team Decisions and Solving ProblemsGathering information/Analyzing informationGenerating and analyzing ideasExamining solution and alternativesMaking decisions and gaining consensus
Making Team Meetings Fun!
Basic amenities for a comfortable meeting
Appropriate equipment Good lighting and
ventilation Quiet and place that
avoids outside distractions Refreshments Icebreakers
04/07/2023 65
HANDLE CONFLICTS Negative Vibes Individuals attacking personalities or ideasConstant criticism of other points of viewDisplaying anger --showing contemptUnwilling to share the workloadNon participationGossip
Quick Hit Solutions:Identify/recognize
problems (Act quickly)Use Formal conflict
resolution (team needs to reach consensus)
Tips to Tame the Tiger of Teamwork Training Module
04/07/2023 66
Colleague, Coworker,
CollaboratorMange the process, not the people
Don’t ignore—charge, cost vs. benefit analysis
Break it down by
looking for patterns
in the chaos
Learn about the problem don’t just scratch
the surface
04/07/2023 67
PRIMARY ROLE: TO MAKE TRANSITION (CO-WORKER TO SUPERVISOR/LEADER•In Other words - what does leadership require of us?•Requires on going sacrifice…..Leadership is more than projects and longer hours.
The higher that you go the more you must sacrifice. For everything that
you gain you lose something.
Success requires change, implementation, and sacrifice.
04/07/2023 68
YOU ARE A SYMPHONY ORCHESTRA CONDUCTOR A symphony orchestra conductor guides
an organization, you will lead without seeming to, without people being fully aware of all that you are doing.
That's because in this world of professionals, a leader is not completely powerless--but neither does he have absolute control over others.
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Leadership
04/07/2023 70
THESE ARE THE NOTES THAT YOU WILL NEED TO PLAY……..
HOW DO YOU PLAY THE NOTES FLAWLESSLY? Relationship Management
It starts with attaining and honing the ability to be aware of one’s self and of the “emotional currents” of others. It requires one to effectively manage one’s emotional triggers – especially the destructive ones.
Leaders who build positive relationships with their staff/colleagues find they have the ability to improve profitability, growth, satisfaction, teamwork, and vision.
7 Strategies for Leaders Success (Do’s) Training Module
04/07/2023 71
IN CONCLUSION AND FINAL POINTS Leader / Advocate: Model the behavior you want
to see. It is important that you, the supervisor is optimistic, especially in light of an arduous task.
Performance Manager: Focus on the gain of improvement, by keeping the preferred future and purpose firmly in front of you.
Coach, Counselor & Advisor: Use 1:1 and empower staff by giving them the tools and skills to manage themselves.
Change & Transition Leader: Change is all around us – we need to learn to embrace it.
Strategic Communicator: Learn to Listen to what is not being said and connect your communications to organizations goals.
04/07/2023 72
IN CONCLUSION AND FINAL POINTS Problem Solver: Spend time learning how to think
better – it is time well spent. Decision Maker: Takes into consideration the
consequences between making one decision versus the other – use the right tools at the right time.
Team Leader: Your team has probably more to offer in terms of skill, knowledge and experience than you think.
Colleague, Coworker, Collaborator: Leadership is not necessarily marked by titles and positions; it is a quality attainable to people at all levels via careful self-assessment and purposeful attention to competency building.
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THANK YOU &
FEEDBACK IS WELCOMED
04/07/2023 74
Overall, leaders develop into their leadership, leadership roles over a period of time, learning the skills along the way.