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Effective Supervisory Practices
Welcome to the Webinar Series
Michelle Poché FlahertyCity on a Hill Consulting
2/9/2016
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Sixteen Chapters in Six Sessions
SESSION 1: The Foundation: Roles of a Supervisor,
Supervisory Leadership and Ethics
SESSION 2: Sharpening Your Focus: Strategic Planning, Managing Workflow, and Budgeting
SESSION 3: The People Part: Hiring and Onboarding,
Fostering Accountability, Evaluating Performance
SESSION 4: Raising the Bar: Motivating Employees and Customer Service
SESSION 5: The HR Stuff: Ensuring a Safe, Respectful,
Harassment-Free Workplace
SESSION 6: The Great Communicator: Team Building, Communicating, Leading Change
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Gallup’s G12: Supervisors Set the Tone
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work properly?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last week, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is
important?
9. Are my co-workers committed to doing quality work?
10.Do I have a best friend at work?
11.In the last six months, has someone at work talked to me about my progress?
12.This last year, have I had opportunities at work to learn and grow?
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Program Overarching Themes
• Transparency
• Integrity
• Leveraging Diversity
• Team Empowerment
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Program Objectives
• Present practical techniques for day-to-day
supervisorial duties
• Introduce best practices for solving complex leadership challenges
• Promote self-development
How to be a supervisorWho to be as a supervisor
• Provide support and inspiration for leaders
who must deal with sensitive and complex issues
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Effective Supervisory Practices
Session One:
The Foundation: Roles of a Supervisor,
Supervisory Leadership and Ethics
Michelle Poché FlahertyCity on a Hill Consulting
Martha PeregoICMA
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Today’s Discussion:
❑Roles and responsibilities of a supervisor
❑Difference between leading and managing
❑Effective delegation
❑Moving from peer to boss
❑Characteristics of influential supervisory leadership
❑Developing and improving leadership skills
❑Ethics in leadership
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Roles and Responsibilities
• Supervisors appointed because of technical ability
• In the past not much training on
how to manage and lead
people
• Now recognize need for blend
of technical, management, and
people skills to be successful
• Once there, decide to lead.
That’s what this training is all about: the skills to do it
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Managing versus Leading
• Best example – Chart from A Force
for Change by John Kotter
• As working managers, need to
know the difference
• Too tied up in the everyday management
• Find time to set direction to lead
change
• Focus on leading in second half of webinar
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Management Leadership
Planning and budgeting: establishing detailed
steps and timetables for achieving needed
results, then allocating the resources necessary
to make it happen
Establishing direction: developing a vision of the
future—often the distant future—and strategies for
producing the changes needed to achieve that
vision
Organizing and staffing: establishing some
structure for accomplishing plan requirement,
staffing that structure with individuals, delegating
responsibility and authority for carrying out the
plan, providing policies and procedures to help
guide people, and creating methods or systems
to monitor implementation
Aligning people: communication direction in
words and deeds to all those whose cooperation
may be needed so as to influence the creation
of teams and coalitions that understand the
vision and strategies and that accept their
validity
Controlling and problem solving: monitoring
results, identifying deviations from plan, then
planning and organizing to solve these problems
Motivating and inspiring: energizing people to
overcome major political, bureaucratic, and
resource barriers to change by satisfying basic,
but often unfulfilled, human needs
Result: produces a degree of predictability and
order and has the potential to consistently
produce the short-term results expected by
various stakeholders (e.g., for customers, always
being on time; for stockholders, being on
budget)
Result: produces change, often to a dramatic
degree, and has the potential to produce
extremely useful change (e.g., new products that
customers want, new approaches to labor
relations that help make a firm more
competitive)
Source: From A Force for Change: How Leadership Differs
from Management by John P. Kotter
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Poll
What is the biggest challenge you face
now as a supervisor?
– Moving from peer to boss?
– Delegation?
– Building a team?
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Peer to Supervisor
• Can be most difficult challenge
• Past – buddy; Present – boss
• Smooth transition is possible– Meet and discuss individually and as a team
– Ask what they need
– Take time to adjust to new role
– Be consistent with all
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Delegation
• Take the self assessment
on “Are you an Effective
Delegator?” (pg. 8: Effective
Supervisory Practices)
• Be honest and look at
results – what do results tell
you about your ability to
delegate?
• What are your fears?
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Commit to Action
• Page 9, Taking it Forward, Study Guide
– Identify activities that you can delegate
and to whom
– Meet with employees to explain task,
deadlines and expectations
– Monitor progress and provide feedback
as necessary
– Document what you learn that can help you be a more successful supervisor
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Summary Checklist
❑Know your role – it requires broad skillset
❑Be a leader – not a boss or a friend
❑Know the difference between managing and
leading and try to strike a balance
❑Be clear about expectations and involve employees in decision-making process whenever
feasible
❑Know your employees and respect and utilize the
diversity they bring to the team
❑Grow and develop employees
❑Build relationships across organizational
boundaries
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Leadership
• From Bob Rosen’s Leading People:
– “First off, it is not a status…
• Leaders inspire rather than
intimidate
• Motivate rather than monitor
• Mobilize rather than manage
And these activities don’t require
the totems of rank and position. Rather than a status, leadership is
an activity…it does something. It
enables a group of people to
pursue a shared vision and create
extraordinary results.”
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Good to Great
• Jim Collins – Good to Great
and the Social Sectors
– Get right people on the bus
– Get wrong people off the bus
– Get right people in the right
seat
• One of hardest components
• Give constructive feedback
• Provide coaching and development for success
• Find other opportunities to
move on if not right fit
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Leadership Capacity
• Self as leader
• Recognize own behavior and how
actions are perceived
• Not traits; leadership behaviors can
be learned
• Reputation
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Development
Employees and Individual
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Poll Question:
Aside from this training, what type of
leadership development training has
your organization utilized?
1. Internal training through HR
department
2. External training through a consulting
firm
3. No training
4. Not sure
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Development
• Seek out opportunities
• Mentors and Role Models
• Research best practices, benchmark,
join professional organizations
• Set example for employees
• Look for opportunities to grow and
develop your employees
• Books and articles
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Self-awareness
• Self as leader
• Multi-rater assessment instruments –
formal or informal
• Trusted advisor to observe behavior
• Improves ability to lead others
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Self-care
• Three areas:
– Physical fitness
– Intellectual fitness
– Emotional fitness
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Physical Fitness
• Combat stress
• Book – “How to think like Leonardo da Vinci” by
Michael J. Gelb
• Walking Meetings
• “A sound mind in a sound body.” ancient classical
ideal
• Meditation – sitting quietly for 5-10 minutes
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Intellectual Fitness
• Be curious
• Stay current with emerging trends
• Share your knowledge
• Learn from others
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Emotional fitness
• Emotional Intelligence
• Listen to feedback
• Ask others these 3 questions:
In order to be a more effective supervisor:
– What should I stop doing or do less of?
– What should I start doing or do more of?
– What’s working well that I should I keep doing?
•Then, just listen – don’t argue
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Modeling the Way
• Leadership Challenge by James Kouzes
and Barry Posner wrote about some very effective Leadership Practices
• One important aspect of Supervisory
Leadership that we will discuss next is Ethics
• Most important responsibility we have as leaders is to ensure that we are acting in a
way that supports our organization’s Code
of Ethics
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Ethics is….
• Standard of professional and personal conduct
• Applying the right public service valuesto achieve the right outcome via the right execution
• Commitment to the highest set of standards not the lowest common denominator…more than adherence to the law.
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The Ethics Challenge
THERE IS
NO RIGHT WAY
TO DO
THE WRONG
THING
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The Ethics Challenge
• There are many ways to do the right
thing the wrong way
• The right to do something doesn’t
mean that it is right to do
• Private virtue is not necessarily public
virtue
• Not always about right versus wrong
values
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Polling Question: What keeps
you up at night?
1. The unethical conduct of my staff
2. The unethical conduct of my
supervisor
3. How to address unethical conduct when I see it
4. What I don’t know about the conduct
of my direct reports
5. Nothing … I sleep peacefully!
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The leader’s responsibility
1. Your personal conduct
2. What others did that you knew
about
3. What others did that you didn’t know about
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Ethics is the Leadership Imperative
• Adaptive capacity
• Ability to engage others through
shared meaning
• A distinctive voice
• Unshakeable integrity
Warren G. Bennis and Robert J. Thomas
Leading for a Lifetime
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The Integrity Tripod
Balancing of ambition, competence, and moral compass
Warren G. Bennis and Robert J. Thomas, Leading for a Lifetime
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The Good Leader
“Being seen as someone who can be trusted, who has high integrity, and who is honest and truthful is essential.”
James M. Kouzes and Barry Z. Posner
A Leader’s Legacy
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How to measure your trustworthiness
• Is my behavior predictable or erratic?
• Do I communicate clearly or carelessly?
• Do I treat promises seriously or lightly?
• Am I forthright or dishonest?
James M. Kouzes and Barry Z. PosnerA Leader’s Legacy
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Preserve the Intangible
“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that you’ll do things differently.”
– Warren Buffett
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Dealing with unethical conduct
• Assume positive intent
• Get all the available facts to– Clearly define the problem or issue
– Do you have a legal issue, ethical issue or both?
• What are the options?
• Understand the consequences of the options
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Dealing with unethical conduct
• Match the response with the violation
– Nature of the violation
– Clear standards and training?
– Prior violations
– Willfulness of the violation
– Level of responsibility
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Six Steps to an Ethical Decision The Law: Is it legal? Does it meet the spirit of the law?
The Rules: Am I violating a policy/breaking a rule that
everyone else must follow?
Integrity: Am I breaking my word, a trust, a promise, or a
value?
Appearances: Do I have a conflict of interest in fact or
appearance? Will I benefit from the decision I am about to make? Am I the only/prime beneficiary of an
offer or service?
Clear Thinking: Is emotion or bias clouding my
judgment?
Perspective: Is this my finest hour or one I might regret?
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Strategies for Building an Ethical Organization
✓Hire people with strong
ethical values
“In looking for people
to hire, look for three
qualities: integrity,
intelligence and energy. And if they
don't have the first,
the other two will kill
you.”
Warren Buffet
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Strategies for Building an Ethical Organization
✓ Be clear that “how” we achieve results matters
✓ Have good policies
✓ Use of public resources
✓ Social media
✓ Gifts
✓ Conflicts of interest
✓ Employee support systems
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Support Systems
✓Discussing ethical issues works
✓Orientation for new employees
✓Ethics training
✓Regular conversations on “ethics in the trenches”
✓Provide counsel and advice
✓Where to go to ask for advice or report and issue
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Strategies for Building an Ethical Organization
✓Where are your sinkholes?
✓Lack of data or uncertainty
✓Unreasonable time pressures
✓Isolated teams
✓Revisit the strategy
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Leaders…
➢Set the tone and model the conduct you want
to see in others
➢You are always on active duty
➢Don’t walk by something wrong
➢Don’t create ethical dilemmas for others
➢Small, everyday, routine decisions matter
➢Don’t punish the messenger
➢Be proactive
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• What did you know?• When did you know
it?• What did you do
about it?
When An Ethical Problem Comes
to Light, Be Ready to Answer…
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Ask Yourself• Can you live with your Google
legacy when it hits the media?
• Are you being candid or just answering the question asked?
• Will you think well of yourself when you look back on this decision in 10 years?
• Ask before you act. An eloquent apology is a poor substitute for ethical conduct.
• If you have to think twice about it, don’t do it?
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Last Word on Ethics
"Leadership is a combination of strategy and character. If you must be without one, be without the strategy."
– General H. Norman Schwarzkopf
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References
• Be Your Own Coach, Barbara Braham & Chris Wahl, Crisp Publications, Inc., NY
• The Leadership Odyssey, Carole S.
Napolitano and Lida J. Henderson, Jossey-Bass Publishers, 1998
• Daniel Pink on A Whole New Mind, ICMA
Leading Ideas Series, DVD, 2008
• Harvard Business Review, “Management Tip of the Day” (newsletter via e-mail)
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Questions:
• Michelle Poché Flaherty [email protected]
• Martha Perego
Post your questions and share your
reflections in the Effective Supervisory
Practices group on the Knowledge Network at ICMA.org
