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8/8/2019 Effective Supervisory Skills
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© 2008 EAPtools.com <XX Min.>
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LEARNING OBJECTIVES :
You will clarify thescope & nature of asupervisory positions.
You will learn someways to deal with the
challenges of the role. You will recognize the
responsibilities youhave as a supervisor, toyourself, your team &
your organization. You will learn key
techniques to help youplan & prioritizeeffectively.
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ROLE OF SUPERVISOR :
Traditionally, supervisors have carried outthe following responsibilities :
1. Assign & distribute work
2. Monitor & control performance3. Review & evaluate performance
4. Lead the group
5. Communicate
6. Handle administrative duties
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Making the Tr ansition to Supervisor :
What are the biggest differences betweenbeing an ³employee´ and being a³supervisor´?
Several things may change, but 2 thingswill almost certainly be different :
I. The wor k will be diff erent More administrative work, more supervising, more
managing: less involvement with the actual work of
the group.
II. The responsibilities will increase As a supervisor you are responsibilities for the work
of others not just your own output.
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Some of the new challenges you will haveto deal with include :
I. Mastering your identity as a supervisor
II. Overcome a fear of failure
III. Being a role model for your employee
Making the Tr ansition to Supervisor :
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Keep Your Distance Without Losing Rapport :
Your success as a supervisor depend inpart on how well you maintain the³supervisory gap´ between yourself & your staffers.
Striking a balance between acting like the³boss´ & trying to be one of the gang takesconscious effort, but it provides positiveresults.
- blend these techniques into your work
routine & you will earn a reputation as an
even-handed boss.
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Avoid sensitive subjects :- Discussing controversial social & political with
staffers serves no useful purpose.
- How you feel about these issues is your own
business. Besides, revealing your position on highlychanged issues only promotes conflict.
Respect Policy & Confidences :
- Supervisor who agree to ignore policy ³just thisonce´ can be sure of one thing : They¶ll be expected
to do it again. Once sets a precedent. Also refuse to
share confidential information with staffers. When 2
people know something, its no secret.
Keep Your Distance Without Losing Rapport, cont. :
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Manage by walking ar ound :- Circulate through your work area each day to
show employees that you want to keep in touch.
Talking with ± and listening to ± them earns
their respect & keeps you in tune with the
rhythm of the workplace & employee morale.
- Having coffee in the employees¶ lounge several
times a week is another way to make yourself
accessible. Good officers keep in touch with
their troops.
Keep Your Distance Without Losing Rapport, cont. :
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It is lonely at the TOP :
- As a supervisor, you have to relinquish some of
the easygoing relationships, you enjoyed before
you left the rank & file to join management. Thiscomes with the territory. When you need a
sympathetic ear, try talking to your spouse,
friends outside work or co-workers at your level,
but no employees.
Keep Your Distance Without Losing Rapport, cont. :
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Responsibilities Of A Supervisor
Responsibilities to Management
Responsibilities to your work group
Responsibilities to yourself
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Planning Your Day
You arrive in themorning & have a
number of things to
accomplish during the
day.
Prioritize the following
activities & give
reasons for priorities.
In some instances theamount of time
required to complete a
task has been noted
for you.
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Elements of Planning
The 4 elements of planning :
1. Goals :
Goals / objectives specify future
conditions the planner wants to attain
2. Action / Strategy :
These are the preferred means or
courses of action to each those objectives
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3. Resources :
Time, equipment, people, etc. that are alwaysin short supply & which put constraints on theaction. These have to be considered as you
set targets & develop your strategies
4. Implementation :
Including the assignment & direction of
personnel to carry out the intended
action.
Elements of Planning
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Planning : 6 Steps in thePlanning Pr ocess
i. What must be done?- what actions must be taken to reach the
objective?
ii. Why must it be done?
- is the investment of resources justified?
iii. When should do it?
- dates, time-frames & deadlines should
be selected & co-ordinated
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Cont «.
iv. Who should do it?- appropriate personnel must be selected
v. Where it should be done?
- related to question 4 above. Where will
the appropriate people & equipment be
located?
vi. How should it be done?
- what are the ways & means? Can current
methods can be used or should new ones be
developed?
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Leader ship
What followers admire in Leader :% choosing
a.Honesty 83
b.Competence 67
c.Forward-looking 62
d.Inspiring 58
e.Intelligent 43
f. Fair-minded 40
g.Broad minded 37
h.Straight forward 34
i. Imaginative 34
j. Dependable 33
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A Supervisor Checklist For Motivating Staff
T he top 10 things I can do to motivate my employees on a daily basis :
i. Be visible
ii. Know everybody¶s name
iii.S
pend time building relationships, one-on-oneiv. Ask for suggestions
v. Acknowledge individual & group contributions
vi. Say thank you when it is deserved
vii. Share as much information as I, can both goodor bad
viii. Develop employee
ix. Celebrate successes
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FUNCTION ANDFUNCTION AND
ROLES OF ROLES OF
EFFECTIVE EFFECTIVE
SUPERVISORS SUPERVISORS
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1
Observing Observing
Per formancePer formance
Look for evidence to supportyour impression of howemployees do their jobs
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Observing Employees¶ Per formanceSkill
1
An invaluable tool toassess workers¶ skills,abilities, motivationsand attitudes about their
job
±S
ome supervisorsprefer to studyactivity reports,spreadsheets andwork-flow charts
± Instead, observehow workers behaveand what theyactually do duringtheir shift
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How to Observe
Devise a system thatencompasses what tolook for
Watch each employeenot only to assess work
quality, but also toevaluate conduct,appearance, vitality,attitude and eagernessto learn
Skill
1
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Documenting Documenting Per formancePer formance
22
Treat documentation as aTreat documentation as a
communication tool tocommunication tool topreserve facts and removepreserve facts and remove
ambiguities.ambiguities.
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Do You Have All theDocumentation You Need?
The best answer: ³
Sure. I¶vebuilt a file that documents
everything completely. We¶reon solid ground.´
The wrong answer:
³No, but I¶ll put somedocumentation together sowe¶re safe.´
Skill
2
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Document Per sonnel Matter s as They Occur
Skill
2
Must reflect a complete,accurate account of what individuals discussedand what events transpiredon a specific date
Failing to maintain ongoingdocumentation can not onlyembarrass you, but also limityour organization¶s abilityto terminate poor employees
This may lead you to falselyconclude that your employer does not support you
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Master ing Master ing
ConstructiveConstructiveConf r ontationConf r ontation
33Speak with clarity andSpeak with clarity and
purpose for maximumpurpose for maximumresults.results.
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Constructive Conf r ontationSkill
3
Many supervisors dreadconfronting employees
± It¶s often easier to drophints and make indirectthreats«
± Rather than initiate aconfrontation
Constructive Confrontationworks best when:
± Organize your thoughts in
advance ± Map out what to say so that
you follow a clear, logicalframework
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Steps to SuccessSkill
3
1. Summarize thesituation from theemployee¶s point of view
± Reflect on what the
worker has said andrecall specificphrases, examplesand argumentsyou¶ve heard
2. Ask for confirmation
± Ask a neutrallyworded question toconfirm that you¶vecaptured his or her views accurately
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Evaluating Evaluating Per formancePer formance
44Give employees ongoingGive employees ongoing
feedback on their feedback on their
performance so that theyperformance so that theyalways know what they¶realways know what they¶re
doing rightdoing right²²and what theyand what they
need to improve.need to improve.
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Benefits of Frequent Feedback
Effective supervisorsshower employees withfrequent feedback
They praise superior work and provideconstructive suggestionson how employees canelevate mediocre or
substandard work intosomething truly excellent
Skill
4
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Evaluating Per formance
Workers shouldnever wonder if their
performance meetsor exceeds your expectations²or your organization¶s needs
Remove the mystery
Don¶t withhold andsave feedback for anannual performance
appraisal Many companies set
specific policies andprocedures
Skill
4
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Resolving CoResolving Co--
wor ker wor ker ConflictsConflicts
55
Pick your battles andPick your battles and
focus on shared goals tofocus on shared goals toreferee disputesreferee disputes
effectively.effectively.
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Conflict ResolutionSkill
5
Conflicts are reality. Theyhappen
It¶s not necessarily your job to intervene inconflicts
May be best to adopt ahands-off policy ± keepyour distance; let peopleresolve their own issues
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Giving Giving FeedbackFeedback
66
"Express both good and bad
input with judgment-free
specificity so that it has a more positive, lasting impact on the
employee."
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Importance of Feedback
Good supervisorsgive feedback withan eye towardmotivatingemployees
Feedback is a wayto help fuel goodperformance, teachnew skills andprovide guidancethat leads to
improvement
Skill
6
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What is Feedback?
Feedback is definedas the process of providing informationto your employeesabout their pastbehavior in order to
influence their futurebehavior
Effective feedbackrequires mutualunderstanding
Skill
6
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Delegating Delegating
Wor k andWor k andFollowing UpFollowing Up
Boost your efficiency²and
your team¶s morale²by
handing off assignments to theright people.
77
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Delegating is a Win-Win Pr oposition
You free yourself tofocus on what matters
most, while you trainand motivate your workers by entrustingkey assignments
to them
Skill
7
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Misconceptions About DelegationSkill
7
Some supervisorsequate delegating
with ³doling out tasks´to people
Delegating is the
process of havingemployees addressmeaningful projects ±including ongoingduties ± that gobeyond short-term, to-
do items
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Dispensing Dispensing
DisciplineDiscipline
Treat disciplining as a way to
educate employees, and
elevate their behavior, not as
a form of punishment
8
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Eff ective Discipline Flows f r om Clear Communication
Provide clear, writtenguidelines toemployees on your standards andexpectations
Employee handbookshould state policy for responding to improper conduct or poor performance
Use a fair, consistentapproach
Skill
8
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Be Flexible
Allow for flexibility Don¶t confine yourself
to following the samecourse of action inevery situation
You may favor progressive disciplinebut your policy shouldpermit immediatetermination in the most
severe cases
Skill
8
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Inspir ing andInspir ing and
Pr aising Pr aising Employees to Employees to Build Mor aleBuild Mor ale
9
Energize employees by taking
every opportunity to recognize
their contributions and urgingthem to excel.
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How to Inspire
Set their sights on afaraway goal that¶s soexciting andpotentially rewardingthat they cannot helpbut covet it
Help them visualizewhat it¶ll feel like toreach the mountaintop
± to know that theygave every ounce of
their effort to deliver superior performance
Skill
9
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Don¶t Do All the Talking
Skip the longspeeches whenyou¶re trying toinspire employees
Instead, summarizea tantalizing goaland then ask lots of questions
That will turn your workers into truebelievers
Skill
9
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Building Your Building Your TeamTeam
10By choosing the right
people and getting them to
believe in a shared goal,
you lay the groundwork for
a winning team.
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Skill47/196
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Importance of Trust
People work together more effectively whenthey share a desire toachieve group goals
Skill
10
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Skill48/196
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How to Ear n Credibility Skill
10
Admit what you don¶tknow and ask the teamfor help
Allot plenty of time inmeetings for teammatesto give input so that youspeak less and listenmore
Support the team¶sfindings andincrease itsinfluencethroughout your organization
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Communicating Communicating Eff ectively Eff ectively
with Upper with Upper ManagementManagement
11
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Relate to top management
on their terms and focus onsolutions to problems they
face
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Relating to Upper ManagementSkill
11
One critical skill!
Analyzing issues fromtheir perspective, not yours
Use empathy todeepen your understanding of thebosses¶ outlook
Step into their shoes
Measures?
Success?
Pressures?
Care About Most?
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Prepar ing to CommunicateSkill
11
Before you propose ideas,you must anticipate their questions, concerns andobjections ± and know whatto say to address them
± Collect data, analyze trendsand conduct risk-rewardanalyses with clarityand precision
± Avoid bringingonly your idea
and your excitement aboutit to the meeting
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Investigating Investigating
Complaints andComplaints andIncidents Pr oper lyIncidents Pr oper ly
Take an unbiased,
fact-based approach
when investigatingemployee complaints.
12
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The Litigation Explosion
A litigation explosionhas occurred in the past20 years
Employers facemounting legalexposure on manyfronts, from harassmentto discrimination
Skill
12
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Avoiding Litigation
By investigating employeecomplaints properly, youcan keep your employer out of court and help allparties reach a fast, fair resolution
Speed andresponsivenessare critical
Procrastination or putting off aninvestigation isviewed asnegligence andapathy
Skill
12
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Managing Managing UnfitUnfit--for for --Duty Duty
EmployeesEmployees
1313Your top priority is
protecting employees
and providing a safe
workplace.
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Drug or Alcohol Abuse
Out-of-controlbehavior of drug or alcohol abusers mayendanger you andyour staff
It¶s your responsibilityto identify suchbehavior quickly andaddress it decisively
Follow your organization¶s fitnessfor duty policy and itsprocedures
Skill
13
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Handling Unfit Wor ker s
First priority is toprevent harm to theemployee and others
Enlist another manager to help you approach
the employee; never take action alone
This reducesphysical danger and you gain
the benefit of having a reliablewitness in caseof litigation
Skill
13
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Acting to Acting to
Prevent ViolencePrevent Violence
1414 Awareness of the red flags
that can signal violent
behavior can save lives.
Know the conditions thatbreed violence and protect
your workplace from toxic
conflicts.
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Preventing Wor kplace Violence
Violence we hear about isoften faraway places.
At work, it's an entirelydifferent type of tragedy
We are more affected when
it happens at work becauseof sense of control isinvolved.
It's impossible to prevent allworkplace violence.
We can takes steps to lower its odds of occurrence.
Skill
14
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Preventing Wor kplace ViolenceSkill
14
Adopt a three-prongstrategy:
± Analyze the threat
± Enhance security tomitigate hazards
± Know how to respond toa potentially violentsituation