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Abc's of supervising others

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Soft Skills presentation on supervsing others

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Abc's of supervising others

  2. 2. Opening Prayer
  3. 3. Introdcutions <ul><li>Chawada Machacha-Kebonang </li></ul><ul><li>1975 </li></ul><ul><li>Christian, Married </li></ul><ul><li>Children - Yeye 11, Alex 8, Jason 1¾ yrs </li></ul><ul><li>Education ACCA (1998), MBA (2010) </li></ul><ul><li>17 years of Experience (KPMG, Sec Systems, Geoflux, BBL, Eduparma, BAC, Emile Wolf College -UK, BEC, Clearlit) </li></ul>
  4. 4. Ground Rules <ul><li>Cell phones off </li></ul><ul><li>Speak through the trainer </li></ul><ul><li>Respect each others opinions </li></ul><ul><li>What is said here remains here </li></ul><ul><li>Forget you are at FNBB </li></ul><ul><li>Engage your full senses </li></ul>
  5. 6. Agenda: Day One <ul><li>Introduction and Course Overview </li></ul><ul><li>Pre-Assignment Review </li></ul><ul><li>Making the Transition </li></ul><ul><li>Setting Goals </li></ul><ul><li>Planning </li></ul><ul><li>Communication </li></ul><ul><li>The Communication Funnel </li></ul><ul><li>Giving Feedback </li></ul><ul><li>Ask fro what you want </li></ul><ul><li>Providing Instructions </li></ul><ul><li>Delegation </li></ul>
  6. 7. Session One: Course Overview <ul><li>Help clarify roles and responsibilities of job. </li></ul><ul><li>Adjust to the role with confidence and an assurance you can handle the position. </li></ul><ul><li>Develop your communication skills in listening, asking questions, and giving feedback to employees. </li></ul><ul><li>Develop a technique for making sure you give employees instructions that are clear and understood. </li></ul><ul><li>Identify some techniques to deal with employee challenges such as hostility, complaints, and laziness. </li></ul><ul><li>Recognize the importance of being visible and available to employees. </li></ul><ul><li>Understand the importance of developing good relationships with employees and peers, so you are seen as fair and consistent. </li></ul>
  7. 8. Session Two: Pre-Assignment Review <ul><li>Lets discuss the Pre-assignment in small groups of 5. </li></ul><ul><li>State weather each statement is true or not. </li></ul><ul><li>Gove reasons to support your answer </li></ul>
  8. 9. Session Two: Pre-Assignment Review <ul><li>You have to be a lot smarter than the average person to succeed as a supervisor. </li></ul><ul><li>Others may help, but only you can make yourself a good supervisor. </li></ul><ul><li>Supervisors are born, not made. </li></ul><ul><li>A good instructor can make a person become a good supervisor. </li></ul><ul><li>Hard work is the only thing it takes to be a good supervisor. </li></ul>
  9. 10. Session Three: Making the Transition <ul><li>Most people face great difficulty in transitioning from being ordinary employees to supervisors </li></ul><ul><ul><li>Is this the first time you have had a supervisory role or have you been in this position before? </li></ul></ul><ul><ul><li>If you have, how is this time different, or is it? </li></ul></ul>
  10. 11. Session Three: Making the Transition <ul><li>What are the biggest differences between being an “employee” and being a “supervisor”? </li></ul>
  11. 12. Session Three: Making the Transition <ul><li>What will/has changed for you? </li></ul>
  12. 13. Session Three: Making the Transition <ul><li>What are some of the new challenges you will have to deal with? </li></ul>
  13. 14. Session Three: Making the Transition <ul><li>Tips for Learning the Ropes Quickly </li></ul><ul><li>Don’t get frustrated </li></ul><ul><li>Identify priorities </li></ul><ul><li>Find a seasoned mentor </li></ul><ul><li>Be a good listener and ask questions </li></ul><ul><li>Read </li></ul><ul><li>Observe </li></ul>
  14. 15. Session Three: Making the Transition <ul><li>How do I make certain employees recognize my new role and respect my position as a supervisor? </li></ul><ul><li>I’ve never done anything like this before. What if I’m no good at it and make a lot of mistakes? </li></ul><ul><li>What does it mean to be a role model and what do I have to model? </li></ul><ul><li>Who was the best supervisor you ever worked for and what did he or she do to make you think that way? </li></ul>
  15. 16. Session Four: Responsibilities of a Supervisor <ul><li>What are your responsibilities to… </li></ul><ul><li>Management? </li></ul><ul><li>Your work group? </li></ul><ul><li>Yourself? </li></ul>
  16. 17. Case study <ul><li>Break up into groups and discuss the case studies </li></ul><ul><li>Caser study debrief </li></ul>
  17. 18. Session Five: Setting Goals <ul><li>The Dot exercise </li></ul>
  18. 19. Session Five: Setting Goals <ul><li>Setting goals is an integral part of planning </li></ul><ul><li>S = SPECIFIC </li></ul><ul><li>M = MEASURABLE </li></ul><ul><li>A = ATTAINABLE </li></ul><ul><li>R = RELEVANT </li></ul><ul><li>T = TIMED </li></ul><ul><li>Three P’s: </li></ul><ul><li>Personal </li></ul><ul><li>Positive </li></ul><ul><li>Put in writing </li></ul>
  19. 20. Session Six: Planning <ul><li>Failing to plan is planning to fail! </li></ul><ul><ul><li>Avoid constant fire fighting, continual crisis breaks morale </li></ul></ul><ul><ul><li>Worry about tomorrow today – this way each day is under your control. Your team will have greater confidence in you </li></ul></ul><ul><ul><li>Create certainty by planning in advance, what's urgent, what repetitive? </li></ul></ul><ul><ul><li>Prioritize what will move you forward </li></ul></ul>
  20. 21. Session Six: Planning <ul><li>Six Steps to Planning </li></ul><ul><li>A Master Plan (big picture) </li></ul><ul><li>A Supporting Plan (nuts and bolts) </li></ul><ul><li>Utilization of Resources (dates, times, numbers) </li></ul><ul><li>Who will be responsible? </li></ul><ul><li>Why that person? </li></ul><ul><li>Pass that information around to everyone concerned. This isn’t just your plan. It’s everybody’s plan. </li></ul>
  21. 22. Session Six: Planning <ul><li>Write a to-do list. </li></ul><ul><li>Plan tomorrow today. </li></ul><ul><li>Revise your plan. </li></ul><ul><li>Make one appointment with yourself each day. </li></ul><ul><li>Consolidate activities. </li></ul><ul><li>Make time every day to work on your progress tasks. </li></ul><ul><li>Have documentation. </li></ul>
  22. 23. Session Six: Planning <ul><li>Is it important to have Plan B? </li></ul>
  23. 24. Session Six: Planning <ul><li>Types of task </li></ul><ul><ul><li>Urgent </li></ul></ul><ul><ul><li>Important </li></ul></ul><ul><ul><li>Or </li></ul></ul><ul><ul><li>Progressive </li></ul></ul><ul><ul><li>maintenance </li></ul></ul>
  24. 25. Session Seven: Communication <ul><li>Supervisors get things done through other people </li></ul><ul><li>You must therefore be able to communicate what you need done </li></ul><ul><li>Be able to listen or receive communications so as to assess progress, address issues etc </li></ul>
  25. 26. Session Seven: Communication <ul><li>What is communication? </li></ul><ul><li>Steven Coveys “seek first to understand, then to be understood” what does this mean? </li></ul><ul><li>How do we communicate with others? </li></ul>
  26. 28. Session Seven: Communication Speaker’s Body Language Speaker’s Words Speaker’s Expressions Speaker Listener Speaker’s Tone of Voice <ul><li>Barriers: </li></ul><ul><li>Past Experiences </li></ul><ul><li>Maps of Reality – Paradigms </li></ul><ul><li>Education </li></ul><ul><li>Assumptions </li></ul><ul><li>Emotional State </li></ul><ul><li>Distractions </li></ul><ul><li>Biases </li></ul>Interpretation of Meaning Listener
  27. 29. Session Seven: Communication <ul><li>Lets discuss how our tone and our words contribute to the meaning others read into our communication </li></ul>
  28. 30. Session Seven: Communication <ul><li>What are some barriers to good communication? </li></ul><ul><li>How can we listen actively? </li></ul><ul><li>What are the three steps to actively listening? </li></ul>
  29. 31. Session Eight: Communication, Part Two <ul><li>Closed questions are those that can be answered by either “yes” or “no” or with a specific bit of data. </li></ul><ul><li>Open questions, on the other hand, encourage people to talk. </li></ul><ul><li>There are five ways to probe other people. </li></ul><ul><li>Ask an open question </li></ul><ul><li>Pause </li></ul><ul><li>Reflective or mirroring question </li></ul><ul><li>Paraphrasing </li></ul><ul><li>Summary question </li></ul>
  30. 32. Session Eight: Communication, Part Two <ul><li>One little word Role play </li></ul><ul><li>20 questions game </li></ul>
  31. 33. Session Nine: Giving Feedback <ul><li>Giving feedback is one of the most important supervisory tasks </li></ul><ul><li>The Sandwich Technique </li></ul><ul><li>Remind an employee of their value to the company </li></ul><ul><li>Explain a specific behavior we want them to change </li></ul><ul><li>A reminder of the things they do well </li></ul>
  32. 34. Session Nine: Giving Feedback <ul><li>Few people like to be criticized </li></ul><ul><li>Coping with Criticism </li></ul><ul><li>Listen attentively. </li></ul><ul><li>Ask for details. </li></ul><ul><li>Find something to agree with. </li></ul>
  33. 35. Skill Builder/Role Play <ul><li>A couple should come to front and demonstrate giving feed back and constructive criticism </li></ul>
  34. 36. Session Ten: Ask for What You Want <ul><li>Why don’t we ask for what we want? </li></ul><ul><ul><li>Ask and you shall receive </li></ul></ul><ul><ul><li>Team members cant read your mind! Ask! </li></ul></ul><ul><li>What are some obstacles to communication? </li></ul><ul><li>Four ways to ask to get what you want: </li></ul><ul><li>Ask clearly. Be precise. </li></ul><ul><li>Ask with confidence. </li></ul><ul><li>Ask creatively. </li></ul><ul><li>Ask sincerely. </li></ul>
  35. 37. Paper Tearing Exercise <ul><li>Close your eyes at all times! </li></ul>
  36. 38. Session Eleven: Providing Instruction <ul><li>Have you ever given instructions that have been misinterpreted? </li></ul><ul><li>Whose fault was it? </li></ul><ul><li>How can we encourage our employees to raise questions about clarification when they don’t understand something? </li></ul><ul><li>Other suggestions? </li></ul>
  37. 39. Session Twelve: Orders, Requests, and Suggestions <ul><li>Orders are a telling style of getting things done. </li></ul><ul><li>Requests will be our normal way of getting things done. We ask rather than tell. </li></ul><ul><li>Suggestions are just that…suggestions…and you shouldn’t use this style of asking if you want something done, and done within a specific time frame. </li></ul>
  38. 40. Excersize <ul><li>Complete the grid on page 32 </li></ul>
  39. 41. What is Delegation? <ul><li>In the broadest sense, delegation involves five things: </li></ul><ul><li>The training and development of your staff </li></ul><ul><li>The direction and follow-up of assignments </li></ul><ul><li>The analysis of performance problems </li></ul><ul><li>Coaching to overcome problems </li></ul><ul><li>Periodic formal evaluations of performance </li></ul>
  40. 42. Why Delegate?
  41. 43. Session Two: Why Delegate?
  42. 44. Session Three: What is Delegation? <ul><li>In the broadest sense, delegation involves five things: </li></ul><ul><li>The training and development of your staff </li></ul><ul><li>The direction and follow-up of assignments </li></ul><ul><li>The analysis of performance problems </li></ul><ul><li>Coaching to overcome problems </li></ul><ul><li>Periodic formal evaluations of performance </li></ul>
  43. 45. What is Delegation? You must do. 1. 2. You should do, but someone else could help you. 3. You could do, but others could do if given an opportunity. Others should do, but you can help out in an emergency. 4. Others must do. 5.
  44. 46. Session Three: What is Delegation? <ul><li>When should you delegate some of your work? </li></ul><ul><li>How can you prepare yourself for delegating? </li></ul><ul><li>What tasks should you delegate? </li></ul><ul><li>What tasks should you NOT delegate? </li></ul><ul><li>How do you know whether you are delegating well or not? </li></ul>
  45. 47. Picking the Right Person <ul><li>How do you pick the right person for the job? </li></ul><ul><li>Demonstrated Skill </li></ul><ul><li>Employee Motivation </li></ul><ul><li>Employee Workload </li></ul><ul><li>Matching Skills and People </li></ul>
  46. 48. The Delegation Meeting <ul><li>Clearly communicate to team clients what they are being asked to do. </li></ul><ul><li>Provide context and relevance to the assignment. </li></ul><ul><li>Confirm understanding. </li></ul><ul><li>Clearly communicate the performance standards by which the team member will be evaluated. </li></ul><ul><li>Make sure the employee has enough authority to complete the task. </li></ul><ul><li>Communicate the level of support for the delegated task. </li></ul><ul><li>Obtain obligation and commitment from the employee for the delegated task. </li></ul><ul><li>Establish rewards/recognition. </li></ul>
  47. 49. Delegation Role Play/ Skill Builder
  48. 50. Agenda: Day Two <ul><li>Orders, Requests, and Suggestions </li></ul><ul><li>Managing Conflict </li></ul><ul><li>Dealing with Difficult Employees </li></ul><ul><li>Dealing with Others </li></ul><ul><li>The Reciprocal Quality of Relationships </li></ul><ul><li>Performance Management </li></ul><ul><li>Managing Change </li></ul><ul><li>Teambuilding </li></ul><ul><li>Action Plan </li></ul>
  49. 51. Session Thirteen: Managing Conflict Step 1: Acknowledge that conflict exists. Step 2: Identify the &quot;real&quot; conflict. Step 3: Hear all points of view. Step 4: Together, explore ways to resolve the conflict. Step 5: Gain agreement on a solution. Step 6: Schedule a follow-up session.
  50. 52. Session Thirteen: Managing Conflict <ul><li>Seven Steps to Ironing Things Out </li></ul><ul><li>Remove all masks. </li></ul><ul><li>Identify the real problem. </li></ul><ul><li>Communicate in a manner certain to be received. </li></ul><ul><li>Give up a “must win” attitude. </li></ul><ul><li>Develop several possible solutions. </li></ul><ul><li>Evaluate options and select a solution. </li></ul><ul><li>Acknowledge and preserve the value of the relationship. </li></ul>
  51. 53. Session Fourteen: Dealing with Difficult Employees <ul><li>The Over-Dependent Employee </li></ul><ul><li>The Lazy Employee </li></ul><ul><li>The Hostile Employee </li></ul><ul><li>The Chronic Complainer </li></ul>
  52. 54. Session Fifteen: Dealing with Others <ul><li>The secret to success is not very hard to figure out. The better you are at connecting with other people, the better the quality of your life. </li></ul><ul><li>What are the signals likable people give of their willingness to be social? </li></ul><ul><li>The words we use with our customers are so powerful that they can build or destroy relationships. </li></ul><ul><li>For example: “That may be so, but....” can be changed to “That may be so, and…” </li></ul>
  53. 55. Session Sixteen: The Reciprocal Quality of Relationships <ul><li>Think of all the people you deal with regularly in the course of a single day. Put yourself in the centre and think of each individual you deal with as orbiting around you. </li></ul><ul><li>Assess the degree of difficulty you have working with them. </li></ul><ul><li>Draw a line between you and each of these people, using a smooth curvy line for those that work well and a sharp zigzagging line for those you have difficulty with. </li></ul>
  54. 57. Session Sixteen: The Reciprocal Quality of Relationships <ul><li>Look at the people you get along with. </li></ul><ul><li>What do these people do that makes your interaction run smoothly? </li></ul><ul><li>What are some of the things they don’t do to upset you? </li></ul><ul><li>Then move on to the people causing you difficulty. </li></ul><ul><li>What are they doing or not doing that makes your relationship so difficult? </li></ul><ul><li>What do you want them to do instead? </li></ul><ul><li>Is there anything that you should be doing as well? </li></ul>