6 Packet Spring13

7/27/2019 6 Packet Spring13

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UW Sometimes and Aspiring Supervisor SeriesSpring 2013 - Week 6

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1. Self-Assessment for Coaching, Engaging, and ImprovingProcedures

Individually,

Put yourself in the shoes of your staff members. Rate yourself 1 - 5 as your employees would if they

wererating you on these activities.

Then select 3 or 4 areas to improve. (The results of this assessment are for your use only)

1=Never 2=Rarely 3=Sometimes 4=Usually 5=Always RatingI could doeven better

1 My boss gets out of his or her office, and spends time with us at our work sites.

2 My boss thinks and speaks positively and has a good attitude.

3 My boss shares information with us.

4 I can talk to my boss when I need to, and s/he really listens.

5 I get individualized attention from my boss.

6 My boss really knows my strengths.

7 My work is structured such that I get to do the things Im good at.

8 My boss continually looks for ways that we can improve our work procedures.

9 If I really need help, my boss will get involved with my work.

10 My boss stays out of my way when its appropriate.

11 My boss is a good role model and acts as s/he expects me to act.

12 My boss is a patient explainer.

13 My boss lets me know what Ive done wrong.

14 I dont get punished for mistakes.

15 Im encouraged to analyze my mistakes and to learn from them.

16 My boss lets me know when Ive done something right.

17 We celebrate successes, even the small ones.

Adapted from American Management Association

Coaching is unlocking peoples potential to maximize their own performance.

It is helping them to learn rather than teaching them.

Coaching for Top Performance, John Whitmore


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3. Write Performance Expectations or Standards

Performance Expectations are given to employees so that they know what is expected of them.

FORMULA:

Action Verb + What + How = Expectation

Arrive at work station prepared to be productive at start of your shift.

Individually, write one Performance Expectation for an employee that you supervise.

EXAMPLES

Office Positions:Greet customers immediately when they arrive in office.

Process Procard Statement of Account within 3 working days of receipt.

Building Services/Operations Positions:Empty trash containers in food area daily.

Replace light bulbs with-in 24 hours of being reported.

Shovel snow from entrances when directed.

Food Service Positions:Observe safety and sanitation procedures at all times.

Stock Grab and Go coolers so oldest items are in the front at beginning of shift.

All Positions:Take initiative to use time productively at all times.Check in with supervisor at the beginning of each shift for work assignments.

Use appropriate language, including no profanity, at all times.

UW Employee Assistance reports that one of the most common underlying causes of employee

and supervisor tensions is their differing expectations of job duties.

SMART Expectations

Performance Expectations are descriptive of performance results, not

a summary of job contents

Specific and clearly worded

Measurable with qualitative or quantitative criteria

Achievable

Realistic and Within the employees control

Time Component

YOUR

TURN


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4. Who is Accountable? Staff or Supervisor?

You supervise six people and chair a weekly informal staff meeting. John often sits at the

meetings with his arms folded across his chest and rolls his eyes when Michelle speaks, a

younger enthusiastic co-worker. On numerous times he has come to you a day or two after themeeting and talked to you about his ideas.

In yesterdays meeting, John started to speak and was interrupted by Michelle with her ideas. He

never spoke again. He came into your office today and starts telling you about his idea.

At your table,

Lets consider Actions you could take to:

Fix procedures or processes Coach IndividualsWhat is my responsibility as supervisor? What is the staff responsibility?

ACTIONS:Improve Procedures at Meeting

ACTIONS:Coaching

Michelle

I noticed

John

I noticed

Think First :

Hard on ProcessSoft on Peo le


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5. Application to my Workplace

At your tables,

Pick ONE real situation to diagnose.

Table members ask primarily open-ended questions. Avoid advice.

Help speaker diagnose procedures or processes to improve and guess what staff might need.

Situation

1. Briefly describe situation in behavioral observations.

2. List things that supervisor has done so far:

What procedures or process might need improving FIRST? (e.g. written standards)

Where might staff be regarding competency levels? What might the staff need?

Staff Unaware BeginnerFrustrated

LearnerCompetent

Team PlayerIndependent

Performer

SupervisorStrategies

Observe

Train

Coach

Collaborate

Delegate

In the end, its up to the manager to adjust to the employeeneeds,

not for the employee to adjust to how that manager likes to motivate people.

On My Mind: Employee Motivation, by Steven Kline,www.pfonline.com

Fix

Procedures
http://www.pfonline.com/http://www.pfonline.com/http://www.pfonline.com/

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6 Packet Spring13