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Supercharged Supervision: Professional Development for the Front-line Supervisor
David R. Selden, LICSW Enterprise Health Solutions
“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.”
Howard Schultz, Starbucks
Thoughts to Ponder
Energizing Front-line Supervision
What gets you up and out of bed in the morning?
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Laser Quest Pledge
• I will not run climb or jump
• I will not sit kneel or lie down
• I will not cover any sensors
• I will not use offensive language
• I will not make physical contact with other players
• I will play fair, play smart and give it my all!
Supervisor’s Pledge
Thoughts to Ponder
“Part of growing up is realizing that you don’t need expertise-you just need to want to, and then do it. Enthusiasm, not expertise, is the requisite.”
Malcolm Forbes, Sr.
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Time Management
Adapted from: Mind Tools. Ltd
"Time is what we want most, but what we
use worst"
William Penn
“Concentrate on results, not on being busy”
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Action Priority Matrix
4
3
2
1
Not Important Important
Not
Urg
ent
Urg
ent
Motivated Time Management
• Find ways to motivate yourself
• Make up your own rewards.
• Ask someone else to check up on you.
• Identify the unpleasant consequences of NOT doing the task.
• Work out the cost of your time to your employer.
Activity Log
• How do you really spend your time?
– When in the day do you perform certain tasks?
– How does your energy level fluctuate?
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Using the Activity Log
• Chart your activities and times for 2-3 days
• Note:
– Activity
– Time begin
– Feelings/energy level
• Review results
Using the Results
• Eliminate jobs that your employer shouldn't be paying you to do.
– tasks that someone else in the organization should be doing
– personal activities.
• Schedule your most challenging tasks for the times of day when your energy is highest.
• Minimize the number of times a day you switch between types of task.
– For example, read and reply to e-mails in blocks once in the morning and once in the afternoon only.
• Reduce the amount of time spent on legitimate personal activities such as making coffee
Effective Scheduling
• How will you use the time available to you to meet your goals? – Understand what you can realistically
achieve with your time
– Plan to make the best use of the time available
– Leave enough time for things you absolutely must do
– Preserve contingency time to handle the “unexpected”
– Minimize stress by avoiding over-commitment to yourself and others
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Structuring • Close your door
• Silence your phone(s)
• Turn off cell phone
• Begin work 30 minutes early
• Require bullet point memos or agendas from supervisees from meetings
• Organize your files
– Computer
– Paper
Supercharging Staff Communication
Communication
By using each encounter with his or her
workers as an opportunity to model
open, honest and decisive dialogue,
the front-line supervisor sets the tone
for the entire organization.
Paraphrased by D. Selden from Charan, R. Conquering a Culture of
Indecision, HBR, April 2001, pp75-82
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Communication
Decisive dialogue encourages
incisiveness and creativity…
Paraphrased by D. Selden from Charan, R. Conquering a Culture of Indecision, HBR, April 2001, pp75-82
Supercharging Staff Feedback
“Help people reach their full potential-Catch them doing something right”.
K. Blanchard, 1981
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The One Minute Praising
• Tell people up front
• Make contact: state name
• Look person in the eye
• Be precise
• Connect with overall goals of organization
The One Minute Correction
• Tell people beforehand
• Reprimand immediately
• Be specific
• Relate with goals of organization
• Let feedback fit in
• Remind of value
• Reaffirm
• Its over when its over
Feedback Tips
• Crystal clear feedback
• Brief and concise
• Comment on behavior not worth of person
• Help people laugh at themselves
• Never adjust anyone in public
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Supercharging Staff Giving Direction
Communication Giving Direction
Resentment and
resistance when used in
wrong place
Should be used in
emergencies only Order or
Command
Sometimes builds
resentment. Feeling of
close supervision
Specific deliverable and
time requirements,
sometimes under
pressure
Instruct and
Require
Must include parameters.
Provides feeling of
freedom and respect
You are confident in
the person’s ability to
accomplish the task
Request
Open to alternatives. May
convey sense of
unimportance
No time or outcome
pressure Suggestion
Results Situation Type
Thoughts to Ponder
• The six most important words in managing:
“I admit that I was wrong”
• The five most important words in managing:
”You did a great job”
• The four most important words in managing:
”What do you think?”
• The three most important words in managing:
“Could you please…”
• The two most important words in managing:
“Thank you”
• The one most important word in managing:
“We” Paraphrased from Jay Levinson
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Team Building and Team Leadership
Definition
Teamwork\'tém-werk\ n : Work
done by several associates with
each doing a part but all
subordinating personal
prominence to the efficiency of
the whole.
Team Focus
Their energies are directed
toward problem solving, task
effectiveness, and maximizing the
use of all members' resources to
achieve the team's purpose.
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Obstacles to an Effective Team Leader is the weak link
– Step up and fulfill the mission
Personal conflicts are taking over
– Address the issues
Only a few carry the team's load
Everyone has a role
Self-interest is the name of the game
– “There is no I in team”
Developing the High-Functioning Team
Create opportunities for people to get together to tackle an issue.
– Mine the learning from these group experiences
– Give the process time
– "In a shared model, everyone on the team initiates things, rather than waiting to be told what to do by the leader," "They have a part in creating the values and the vision of the organization."
– Communication decreases duplication.
Ellen Alcorn, Monster.com, 2003
Characteristics of Good Team Building
• High level of interdependence among team members
• Team leader has good people skills and is committed to team approach
• Each team member is willing to contribute
• Team develops a relaxed climate for communication
• Team members develop a mutual trust
• Team and individuals are prepared to take risks
• Team is clear about goals and establishes targets
• Team member roles are defined
• Team members know how to examine team and individual errors without personal attacks
• Team has capacity to create new ideas
• Each team member knows he can
influence the team agenda
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Leading the Team
• Lead yourself before you try to lead others
• Give team members a sense of ownership in the process
• Build an atmosphere of trust
• Help your staff build capacity
• Foster inclusion
How the Leader Shapes Norms
• Technical expert
• Model setting participant
I. Yalom, 2005
Technical Expert
– Make sure that staff are clear on goals and agency mission
– Reinforce the instruction
• Backing it with weight of authority and experience
• Presenting the rationale behind the suggested behavior
– Subtle, often non-deliberate social reinforcers
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Model Setting Participant
• Example setting
– How can leader best demonstrate to the staff that new behavior will not have the anticipated adverse consequences?
• Model of non-judgmental acceptance
– “I value you the staff, this team and this mode of learning”
• Model responsibility and appropriate restraint as well as honesty
– Admit personality fallibility
Lead Yourself Before Trying to Lead Others
–Role model • Respect
• Honesty
• Attitude and enthusiasm
• Taking risks
Help Your Staff Build Capacity
–Empower others
–Make yourself dispensable