Transcript Governor`s Office/OFM Slides (September 23 & 25)

Supervision Essentials I
Facilitated by:
Jan Dwyer Bang, MBA, CSP
Boundless Results
The Governor serves as the chief executive officer of
the state, responsible for the overall administration of
the affairs of the state. Governor’s Office staff assist
the Governor in administrative operations,
communicating with the public and representing the
Governor’s policy recommendations to the legislature.
The Office of Financial Management provides vital
information, fiscal services and policy support that the
Governor, Legislature and state agencies need to serve the
people of Washington State.
Performance Outcomes
Upon successful completion of this course you will be able to
• Define and describe your attributes as a
supervisor and leader.
• Understand your unique operating
environment as a supervisor.
Performance Outcomes
Upon successful completion of this course you will be able to
• Identify your legal responsibilities as a
supervisor.
• Explain the use of performance
development planning.
Performance Outcomes
Upon successful completion of this course you will be able to
• Employ performance improvement in any
situation.
• Create a positive and motivating
environment for your staff
Parking Lot
Twitter and Blog Address
@jandwyerbang.com
My BLOG is
www.BoundlessResults.com
More RESOURCES
For the Slides for this course, plus a MYRIAD of
additional resources:
www.JanDwyerBang.com/Supervisory
Leadership Resources
Pre-Work
A Few Norms
A Few Norms
Have Fun!
Start and End on time
Confidentiality
Be open to Learning
Respect other Opinions
Relax
and get
ready to
learn!
PRE SURVEY
81.3% of you
responded!
Survey Results
Experience level in
supervision varied from 0 to
24 years with an average of
9 years of experience
Top 1-3 Topics
Managing Risk
Code of Conduct
Basics of Being a Supervisor
Motivating and Retaining Staff
Staff Appreciation
Legal and/or Best Practices of Do’s and Don’ts
Conflict Resolution
How to best deliver constructive criticism
Top 1-3 Topics
Performance Review Techniques
Communication/Listening Skills
Dealing with Confrontation
Setting clear expectations
Being more creative and a self thinker
Recruitment, Selection and Hiring
Dealing with Personal/Personality Conflicts
#1 Challenge
Allowing my direct report to come up with his/her own solutions
Addressing conflict
How not to be over directive
Providing appropriate leadership for self motivated staff
Leading in small offices
Virtual leadership
Dealing with personality conflicts
#1 Challenge
Tracking and managing workload of others
Expectation of staff to perform beyond what is expected
Managing employees with different skill levels, work
styles, and attitudes
Table Introductions
Name
 Role: What does the Governor’s Office or
OFM pay you to do?
 How long have you been a supervisor?
 Think about your favorite supervisor.
What qualities did/does that person
possess?

Supervision
Checklist in your
Folder
Role and Responsibility
of the Supervisor
Characteristics of a Good Supervisor
Good communication skills
Team builder
High Integrity
Knowledgeable about state
policies
Develops people
Manages changes
Able to manage time
Gives recognition
Ability to coach
Empowers others
Constant learner
Holds people accountable
Good delegator
Deals with conflict
Letting Go
Success means letting go of
operating duties and taking on
new challenges
Life in the Buffer Zone
• You may feel caught in the middle
between differing points of view and
conflicting expectations.
• You will be held accountable for
meeting your manager’s
expectations and keeping your
employees satisfied.
7 Elements every employee needs to know
7 Elements every employee needs to know
7 Elements Employees need to know
Objective
Duties and tasks
Accepted methods
Performance
standards
Improvement
Policies and rules
Team Norms
7 Elements Employees need to know
Small Group Activity
Read your assigned tips on page 11
and flesh out your tips with real-life
examples, pitfalls, or additional
strategies
Effective leadership is putting
first things first. Effective
management is discipline,
carrying it out.
~ Stephen Covey
If your actions inspire
others to dream more,
learn more, do more and
become more, you are a
leader.
-John Quincy Adams
Life-fulfilling work is never
about the money –when you
feel true passion for
something, you instinctively
find ways to nurture it.
- Eileen Fisher, who founded her line of
eco-friendly organic women’s clothing
Servant leaders ask, “What
could I have done
differently that would have
permitted these people to
be as great as they could
be?”
Jim Collins, Good to Great
Leadership and
learning are
indispensable to
each other.
-John F. Kennedy
Integrity: The distance
between your lips and
your life.
-Mark Sanborn, author of The Fred Factor
Small Group Activity
Read case scenario on page 21 and talk about
what you would do if you were in this situation.
(Don’t limit yourselves to the options that are
listed).
Recruitment, Selection
and Hiring
Group Activity
Time: 35 minutes
1.
2.
3.
Arrange the steps to state recruitment in chronological
order (Use envelope Jan will pass out – Jan will pass out
the “Answer Key” after your group has finished)
Read job description (See handout Jan will pass out) and
conduct a job analysis
Each group create 5-7 Behavioral-Based Questions based
on job
4.
5.
Share “Best Practices” for planning & conducting effective
Panel Interviews (Write on Card Stock)
Discuss the term “Total Compensation” – how does a
supervisor affect “total compensation?”
Total Compensation
Salary
Benefits
Workplace
Environment
Workplace Environment
Performance Management
•Performance Planning
•Coaching/Mentoring
•Leading employees out of
performance lethargy
Office Environment
•Professional level office
furniture
•Lighting, ventilation
•Ergonomic analysis
Work/Life Balance
•FMLA without guilt
•Tele-working
•Personal time hours
Workplace Culture
•Caring, empathetic
•Communication as a core value
•Supports management
Communication
Communication Styles Group Questions
1.
What are the 3 strengths of your style?
2.
What are the 2-3 weaknesses of your style?
3.
What is something others don’t know about your style?
4.
How do you like to be managed?
5.
What do you need from the team to be effective?
6.
What is your most challenging style (and why) and what
can you do to better communicate with that style?
7.
If you had a “slogan” for your style – what would it be?
People are Different
People Have Different
 Goals
 Fears
 Motivations
 Ways of seeing
the world
PPT 9-3
Takecharge
attitude.
Bossy and
demanding.
PPT 8-2
Four Step Expressing Model
1.
Assess yourself
2.
Make a “door opener” comment
3.
Send your message
4.
Check for understanding
Communication
• Passive
• Aggressive
• Assertive
Communication
• Passive – Behavior that avoids expressing opinions or feelings. The
person ignores his/her rights that are important to him/her. The goal is
to avoid conflict at all costs.
• Aggressive – Behavior which a person stands up for his/her rights in a
way that violates the rights of another. The goal is to win at all costs.
• Assertive - Behavior in which individuals clearly state their opinions
and feelings, and firmly advocate for their rights and needs without
violating the rights of others. It is a direct, honest, and appropriate
expression of one’s feelings, opinions, and beliefs. It is “give and
take.” The goal is to achieve win-win in communication.
Communication Assignments
Before you begin – each person shares his/her communication style
•
•
•
•
•
•
Page 53 – Situation 3
Pages 54-55 – Situation 2 and 4
Page 56 – Situation 1 and 2
Situation on Page 59
Read Active Listening on page 62
Read the Blocks to Listening on pages 63-64 – Each
person share – “what are my blocks?” (Choose 1 or 2
listening blocks and chart ways to overcome those blocks)
• Share the tips to Listening that stood out for you on pages
66-67
• Read page 68
• Do the Paraphrasing exercises on page 71 (#1, #4, #5)
Coaching and
Motivating Others
Teaching v. Coaching
A teacher shows or tells.
A coach helps another see or do for themselves.
Continuum of Learning
Teaching
New employees
Coaching
Experienced employees
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
1922-1945
Veterans,
Silent's,
Traditionalists
1946-1964
Baby Boomers
1965-1980
Generation X,
Gen X, Xers
1981-2000
Generation Y,
Gen Y,
Millennial, Echo
Boomers
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
Veterans,
Silent's,
Traditionalists
Baby Boomers
Generation X,
Gen X, Xers
Generation Y,
Gen Y,
Millennial, Echo
Boomers
•Respect for
authority
•Conformers
•Discipline
•Optimism
•Involvement
•Skepticism
•Fun
•Informality
•Realism
•Confidence
•Extreme fun
•Social
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
Veterans,
Silent's,
Traditionalists
Baby Boomers
•Hard work
•Workaholics
•Duty before fun •Work efficiently
•Adhere to rules •Desire quality
•Question
authority
“Your
experience is
“You are valued,
respected”
you are needed”
Generation X,
Gen X, Xers
Generation Y,
Gen Y,
Millennial, Echo
Boomers
•Eliminate the
task
•Self-reliance
•Want structure
and direction
•Skeptical
“Do it your way,
forget the rules”
•Multitasking
•Tenacity
•Entrepreneurial
•Tolerant
•Goal oriented
“You will work
with other
bright, creative
people”
Performance
Management
Managing Performance
• Communicating expectations
• Providing feedback
• Supporting team & individuals
Employee Performance Management
System
• Job Content and Classification
• Staffing
• Training, Development and Career Development
• Performance Planning and Appraisal
Effective Performance Management
• Employees know what is expected of them
• Employees are linked to organizational mission
• Successful performance is recognized and rewarded
• Poor performance is dealt with
• Communication and feedback are ongoing
Progressive Discipline
• Define expectations
• Notify employee of deficiencies/inappropriate
behavior
• Reprimand inappropriate behavior
• Discipline
The Power of Positive
Discipline
Step 1: Provide Coaching
Step 2: Issue a verbal warning
Step 3: Prepare a written warning
Step 4: Conduct a formal meeting
Step 5: Monitor performance
Step 6: Follow up
A team is a small number of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach
for which they hold themselves
mutually accountable.
-The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith
Teamwork = Individuals + Group
Dynamics
Structural Elements of Effective Teams
•Clear team goals, measurements, and expected results
•Team Norms
•Individual and Shared Team member roles/responsibilities
•Operating procedures/processes
•Clear and open communication
Team Charter
A document that defines the purpose of
the team, how it will work, and what the
expected outcomes are. A team charter is
a “road map” and includes the following:
•
•
•
•
•
Purpose (mission)
Key objectives and goals
Processes
Team responsibilities
Resources
Team Values –Outlines what your team stands for
Team Operating Guidelines – Describes how the
team will govern itself (For example:
Communication, conflict; delegation; decision
making; meetings)
Team norms - Set of rules or guidelines that a
team establishes to shape the interaction of team
members with each other and with employees who
are external to the team. Once developed, team
norms are used to guide team member behavior.
Cohesive teams…
 Make better, faster decisions
 Tap into skills and opinions of all members
 Avoid wasting time and energy on politics,
confusion, and destructive conflict
 Create a competitive advantage
 Are more fun to be on!
The Five Behaviors of a
Cohesive Team Model
Adapted from Five Behaviors of a Cohesive Team, based on the book by
Patrick Lencioni, The Five Dysfunctions of a Team
How to Build Trust



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Understanding styles of communication
Modeling of vulnerability-based trust
Relationship and community-building
Team Charter
• Clear expectations
• Clear modes of operating (conflict, decision
making, standard processes)
• Clear roles and responsibilities
Action Steps
Congratulations!