Super supervisor james aug2018

9/6/2018 www.AboveorBandJM.com 1

9/6/2018 www.AboveorBeyondJM.com 2
Business Guru & Resultant
Above or Beyond
Dr. Sandra Palmer
Quantum Transformation Psychologist
Above or Beyond
Dr. Leahcim Semaj

AoB Video

Team Leader/ Supervisor Workshop
Agenda – August 23, 2018
oThe key role and responsibility of a supervisor
oEffective communication
oCommanding respect from colleagues.
oConflict resolution
oMotivating and Influencing others.

Which Superhero Would You be?

Issues for The “Super”- visor
Misconceptions
about the
Supervisor’s
Role

9/6/2018 www.AboveorBandJM.com 7www.LTSemaj.com 7
The Crisis in Middle Management
oSupervisor
as Prefect
oSupervisor
as Headman

The Traditional Responsibilities of The
Supervisor
1. Scheduling and tracking progress
2. Teaching new skills
3. Evaluating employee performance
4. Enforcing work rules and safety policies
5. Selecting personnel
9/6/2018 8www.AboveorBandJM.com

The Supervisor is Now Responsible
for Ensuring Total Quality
oService that
exceeds
customers
expectation
o CONTINUOUS IMPROVEMENT
o EMPLOYEE INVOLVEMENT
o CUSTOMER FOCUS
o MEASUREMENT

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The Expanding Role Of The Supervisor
1. Developing teamwork
2. Encouraging continuous improvement
3. Encouraging employee involvement
4. Customer focus
5. Measurement

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Role Conflict
oTraditional
Roles
oNew Roles

Contrasting The Roles
EXPANDED
o Developing teamwork
o Encouraging continuous
improvement
o Encouraging employee
involvement
o Customer focus
o Measurement
TRADITIONAL
o Scheduling and tracking
progress
o Teaching new skills
o Evaluating employee
performance
o Enforcing work rules and
safety policies
o Selecting personnel

EXERCISE #1
List the most serious difficulties
you encounter when fulfilling a
supervisor's role.

Role of
Supervisor as
Midfield Player

Understanding Your Roles
& Responsibilities
as a Middle Manager:
MIDDLE MANAGEMENT IN BUSINESS IS LIKE
THE FOOTBALL MIDFIELDER
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Change Management
Businesses are placing a heightened focus
on Middle Managers
◦ building change management capabilities,
in today’s world,
the only constant is change.

Organizations Have Flattened
And Now Run Lean,
Middle Managers play an
increasingly important role.
They are charged with seeing
that an organization’s vision
and strategy are executed.

THE CRITICAL FUNCTIONS for
MIDDLE MANAGERS:
1. Strategic
Alignment of
Vision & Goals
1
2. Resource
Allocation
2
3. People
Development
3

1. STRATEGIC
ALIGNMENT OF
VISION AND
GOALS:
The job of a middle manager is
to develop division or region
objectives that align with the
company vision and goals.
Then, the mid-level manager
communicates goals, strategies,
tactics and policies with front-
line managers.

2. RESOURCE
ALLOCATION:
Middle managers direct the
resources for training and
development, materials, supplies and
technology.
Make policy decisions on staffing
business units.
Establish what equipment, materials
and supplies are needed in each
business unit to achieve optimum
production or results.

3. PEOPLE
DEVELOPMENT:
Middle managers develop and
train employees in the organisation
for better functioning and for filling
up vacancies that may arise in
future.
Develop front-line staff.
Coach, motivate and lead front-line
sales, service or production teams.

/
CRITICAL SKILL SETS TO NURTURE as a
SUPERVISOR
Effective
Communication
1
Commanding
Respect From
Colleagues
2
Conflict
Resolution
3
Motivating &
Influencing
Others
4

Mastering
Communication

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Communication Over Intimidation
o All of us are more confident
in situations where we know
both what to expect and
what is expected of us
o Supplying this information to
employees prevents
misunderstandings, stress,
and conflicts

Communication

Communication
oDeveloping communication
skills is a priority, given the
central role that supervisors
hold, and their need to clearly
and effectively communicate
both up and down in the
organization.

Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively

Communication & Conflict

Communication is
o a huge umbrella that covers and affects all than
goes on between human beings

Communication is
o the single most significant factor that
determines the kind of relationships we
have and what happens to us

This talk/listen cycle helps
to keep BP evenly regulated
o When we speak our blood
pressure goes up
o When we are listening attentively
in a relaxed manner, blood
pressure usually falls
o Heart rate slows - below resting
level

In periods of great stress
ocommunicating with others that pull
us through
orenewing inner strength
olifting our vision
oreaffirming the meaning of life

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 34

COMMUNICATING IN A TEAM
The way people communicate
with one another-in both
words and nonverbal clues-
Reflects how they feel about
working with one another
Builds (or detracts from) the
team's effectiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Eye Communication
oYour #1 skill
o BELIEVABILITY
• verbal - 7%
• vocal - 38%
• visual - 55%
oconnects mind to mind

The benefits of Good Eye
Communication...
oConnects First Brain to First Brain
oUse involvement in business/social
•5 to 7 seconds of eye contact

9/6/2018www.AboveorBandJM.com 42
Dress and
Appearance
o You never get a second
chance to make a good
first impression
o The first 2 seconds
programmes the
impression
o Makes emotional contact
o Clothes as costume

The Benefits of Good Posture and Movement
o in first impressions posture tells more than
clothes
o you feel taller and more powerful
o you look more confident
o eye communication is easier
o your movement gives visual variety to the eye of
the audience

Voice and Vocal Variety
oyour voice is the vehicle
of your message
oshould be naturally
authoritative
oput a smile in your voice
othe use of a tape
recorder

9/6/2018www.AboveorBandJM.com 45
THE MIND WORKS BY SOUND
o Powerful oral
tradition
o Preacher,
Politician, DJ
o You talk to more
people than you
write to

WHEN PEOPLE CAN’T SEE YOU
o(as on the phone)
othe intonation and
resonance
oauditory delivery count for
84% of your emotional
impact and believability

THE
BENEFITS
OF GOOD
VOICE
AND
VOCAL
VARIETY
oyou are more effective on
the phone
oyou can transmit more
energy and information
oyou are attractive to the ear
oyou are first brain friendly

Commanding
Respect
From
Colleagues

WAYS TO EARN RESPECT AT WORK
https://www.entrepreneur.com/article/248415

1. Display self-confidence.
o Show co-workers your passion for company goals
and encourage others to do the same.
o Maintain a level of practically and adjust goals as
needed.

2. Strive to complete each task and
assignment on time.
o This will demonstrate to both your supervisors and
subordinates that you are a responsible person who keeps
their word.
o This also helps others trust you and shows your have a
high level of accountability.
o If you are given a deadline that is unreasonable, tactfully
find a way to convey this information to the individual who
set the deadline.

3. Show humility.
o Be willing to admit your flaws, but do not focus on
them.
o People generally will not respect a leader who
appears insecure and continuously mentions their
shortcomings.
o Show your human side but maintain a sense of
bravado and self-assurance.

4. Have patience with others.
o Realize that co-workers each have their individual levels
of learning and adapt to new tasks and job assignments
accordingly.
o Praise others as they master each step of their new
assignments.
o People are most likely to respect those who treat others
well and will not fear approaching them with problems or
questions.

5. Respect co-workers even if you
don't like them.
o Despite not always seeing eye-eye with co-
workers,
• you still must show professional respect to everyone
you encounter during the course of the workday.
o Someone who is your subordinate may someday
become your supervisor.

6. Don't repeat workplace gossip.
o While it may be tempting to listen and repeat the
latest office gossip, doing so will give the
impression that you are not to be trusted with
confidential information.
o It also gives the impression that you enjoy
discussing the misfortunes of others.
o That is not a good way to earn respect.

7. Be inclusive.
oTell employees about changes in the
organization and what impact it may have on
all involved.
oEncourage employees to ask questions and
stay informed about what is happening within
the company.

8. Workers enjoy being praised.
o This enhances their confidence in their skills. It may
encourage them to work harder and learn new tasks and
skills.
o If you must give criticism, combine it with praise for what
the employee does well.
o If something does go wrong, do not publicly blame
anyone else.

Provide feedback:
o Workers need to know how they are doing
o They need to know that their contributions are
valued and what they can do to improve
o When providing feedback, observe the following
guidelines

•Start early:
o Early in the life of a project, employees know that they
aren't expected to understand procedures perfectly.
• (i.e., There are no dumb questions on Day 1.)
o As time passes, however, employees will become more
hesitant to admit confusion or poor understanding
o Open channels of communication early in the work
process

Be prompt:
o Delayed feedback loses its impact
o Intervening events may confuse motives and blur
details
o Point out errors when you see them
o Praise good performances when they occur

Give feedback frequently:
o No one can work quickly and effectively when he or she
lacks confidence
o New problems arise continuously in most business
operations
o You must frequently reassure employees about proper
procedures and performance levels

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Be Specific:
o Note specifically what was done well and what needs to be
improved
o Praise can be general
o "Nice job!" is a compliment and a good motivator, but it
should be followed up with a specific description of tasks
or portions of tasks that were performed especially well
o Criticism must always be specific
o Note exactly which tasks need improvement and why

Criticize in Private:
o About 2,000 years
ago, Publiluis Syrus
gave the following
advice:
•Secrete amicos
admone; lauda
palam.

Criticize in private
o The advice is sound for employees as well
o Public reprimands are powerful - dangerously so
o They are often effective in the short run because
most people retreat from public humiliation;
• but they also create deep-seated resentments that are
often slow to heal

Establish yourself as a
source of praise:
oEmployees will be much more receptive to
your involvement in their work if their good
work is acknowledged
oEstablish yourself as a source of praise
o4 to 1 ratio.

Establish yourself as a
source of praise:
o Look for things that your employees have done
well and comment on them
o Praise is a form of positive reinforcement
oThe more specific you are in giving praise, the
more likely you are to see desirable behaviors
repeated

9. Share knowledge with co-workers.
o This action demonstrates that you have confidence in
their abilities to handle new situations and that you
respect them enough to share this important information.
o As you seek knowledge, you must also learn the value of
communal learning.
o This will help you form a team mentality in the workplace
and include others in your success.

10. Be neat and organized.
o An active workplace is indicative of a hard-working
individual but a disorganized workplace leaves the
impression that you have no regard for the image of
the company.
o Your clothing should also reflect the idea that you
value your professional image.
o Dress each day as if you are going to ask for a raise.

11. Always be professional

Conflict
Resolution

USING ALL THE CONFLICT STYLES
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4. Lose/Leave - Avoiding
5. Win/Win - Collaborating

 This conflict style has uses in some special situations:
 When quick, decisive action is vital, example in
emergencies.
 On important issues where unpopular courses of action
need to be implemented,
 example, cost cutting, enforcing unpopular rules, discipline.
9/6/2018 www.LTSemaj.com 73

 Is the individual surrounded by "Yes" men?
 If so, perhaps it is because they have learned that it
is unwise to disagree with him or her,
 or maybe they have given up trying to influence
decisions.
 This closes the individual off from information.

 Are subordinates afraid to admit ignorance
and uncertainties?
 The downside is that people are less able to
ask for information and opinions - they are
less able to learn.

 Does the individual often feel powerless in
situations?
 It may be because s/he is unaware of the
power that is held, unskilled in its use, or
uncomfortable with the idea of using it.

 Does the individual have trouble taking a firm stand,
even when there is a need?
 Sometimes concerns for feelings of others or anxieties
about the use of power causes the individual to
vacillate,
 which may mean postponing the decision and adding to the
suffering and /or resentment of others.

 This style is specially useful in the following situations:
 When the individual realizes that s/he is wrong
 - to allow a better position to be heard, to learn from others, and to show that s/he is reasonable.
 When the issue is much more important to the other person than to the
individual
 to satisfy the needs of others, and as a goodwill gesture to help maintain a
cooperative relationship.
 To build up social credits for later issues which are important to the individual.
 When preserving harmony and avoiding disruption are especially
important.

 Does the individual feel that his/her own ideas and concerns are not
getting the attention they deserve?
 Deferring too much to the concerns of others can deprive a person of
influence, respect, and recognition.
 It also deprives the organization of the individual’s potential
contribution.
 Is discipline lax?
 Although discipline for its own sake may be of little value, there are often rules,
procedures and assignments whose implementation are crucial for the individual
or the organization.

 Is there trouble building goodwill with others?
 Accommodation on minor issues which are important to
others are gestures of goodwill.
 Do others often seem to regard the individual as
unreasonable?
 Does the individual have trouble admitting it when s/he is
wrong?
 Does s/he recognize legitimate exceptions to rules?
 Does s/he know when to give up?

 This style of conflict resolution is particularly useful in the
following situations:
 When goals are moderately important, but not worth the effort
or potential disruption of more assertive modes.
 When two opponents with equal power are strongly committed
to mutually exclusive goals - as in labour-management
bargaining.
 To achieve temporary settlements to complex issues.
 To arrive at expedient solutions under time pressure.

 Does the individual concentrate so heavily upon the
practicalities and tactics of compromise that s/he
sometimes loses sight of larger issues - principles,
 Does an emphasis on bargaining and trading create a
cynical climate of gamesmanship?
 Such a climate might undermine interpersonal trust and
deflect attention away from the merits of the issues
discussed.

 Does the individual find him/herself too sensitive or
embarrassed to be effective in bargaining
situations?
 Does s/he find it hard to make concessions?
 Without this safety valve, the individual may have
trouble getting out of mutually destructive
arguments gracefully.

 This conflict style has special uses when:
 An issue is trivial, of only passing importance, or when
more important issues are pressing.
 It is perceived that there is no chance of satisfying
concerns,
 for example, when there is low power or there is frustration
caused by something which would be very difficult to
change (national policies, someone's personality structure,
etc.)

 To let people cool down, to reduce tensions to a
productive level and to regain perspective and
composure.
 When gathering more information outweighs the
advantages of an immediate decision.
 When others can resolve the conflict more
effectively

Analyzing Conflicts
oSCENARIO & CONTEXT
oDRIVERS & CONTROLLERS
oOUTCOME: What resulted?
oREPLAY & STOP THE TAPE
• What could you have done that would
have altered the course of events?
• (Prevent, Contain, Resolve)

Areas of Application
o Anger Management
o The Psychology Of Attitude Change
o Conducting A Difficult Performance Appraisal
o Applying Emotional Intelligence Strategies in Conflict
Resolution
06/09/2018 88

Motivating &
Influencing
Others

HOW TO MOTIVATE & INFLUENCE
OTHERS
https://www.cydcor.com/blog/2017/08/8-ways-motivate-and-influence-people/

Improve your Skills:
o To build influence with others, you must first master your
own skills.
o People want to learn from people they believe have
expertise, experience, and valuable knowledge to impart.
o Wielding influence requires an ongoing focus on self-
improvement, growth, and polish.
o It’s not enough to just be good at what you do; those with
the most influence are great.

Become a Great Listener:
o Being influential isn’t just about speaking; listening
matters too.
o People get excited about leaders who take a
genuine interest in them, make them feel important,
and who support their goals.
o Show those you hope to influence that they matter,
and they will be more likely to care what you have
to say.9/6/2018 www.AboveorBandJM.com 92

Build your Reputation:
oThere’s no shortcut to achieving consistent
results, but if you want to be able to influence
people, you’ll have to establish a proven track
record of success.
oModel the behavior you hope to encourage in
others to boost your own credibility as a
leader.

Learn How to Paint a Picture:
o To communicate in a way that moves others to action,
you’ll have to find a way to make your message easily
understandable for all.
o Start with a story that engages your audience.
o Use metaphors, analogies, and real-life anecdotes to help
to support your argument and drive home your point.

Amp up your Energy:
o People are like mirrors.
o We often match our own energy, attitude, and
enthusiasm to that of the person we’re communicating
with.
o When attempting to influence people, get yourself
psyched up and sell every statement you make like it’s
the most important point anybody has ever heard.
o If you don’t seem excited about it, why should your
audience be?

Learn how to Build Bridges:
o People come from a vast variety of backgrounds and
sometimes incompatible belief systems.
o Being influential and bringing about change requires the ability
to connect with a diverse audience and encourage open
communication and collaboration between divergent groups
and individuals.
o Sometimes, influencing people is about helping to change their
way of thinking to facilitate collaboration between individuals
with conflicting views.

Be Confident:
o If you don’t believe in yourself, you can’t possibly
expect to make others believe in you.
o Portraying confidence is key to giving the impression
that you are someone worth listening to.
o People who convey self-confidence naturally give the
impression of being knowledgeable, authoritative,
and competent.

What Will You Do When You
Leave Here Today?
oEach participant will identify what s/he as
individuals have decided to do:
•Immediately?
•Within One week?
•Within One month?

Your Action Plan:
Time Frame YOU Your Team
Immediately
One Week
One Month

Super supervisor james aug2018

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