Supervisory Skills

Supervisory Supervisory Skills for Skills for SupervisorsSupervisors

Washoe Tribe of Washoe Tribe of Nevada & Nevada & CaliforniaCalifornia

Course ContentCourse Content

• Key areas of responsibilityKey areas of responsibility

• Transition to leadershipTransition to leadership

• Time management for supervisorsTime management for supervisors

• Coaching and developing employeesCoaching and developing employees

• Active listeningActive listening

““RespondeatRespondeat Superior”Superior”

Legal theoryLegal theory

““Let the Master Let the Master answer”answer”

Key areas of Key areas of responsibilityresponsibility

Unfairness / HarassmentUnfairness / Harassment Discipline / TerminationDiscipline / Termination Wage and Hour IssuesWage and Hour Issues


Family & Medical Leave (FMLA)Family & Medical Leave (FMLA) Safety / Injury reportingSafety / Injury reporting Leadership / CommunicationLeadership / Communication Workplace Violence / SecurityWorkplace Violence / Security

Communication and

leadership skills are

key skills that must

be _________ and

____________.


Family & Medical Leave (FMLA)Family & Medical Leave (FMLA) Safety / Injury reportingSafety / Injury reporting Leadership / CommunicationLeadership / Communication Workplace Violence / SecurityWorkplace Violence / Security

Communication and

leadership skills are

key skills that must

be learned and

developed.

Transition to LeadershipTransition to Leadership Managers ____________,

leaders ______________

Doing the right things and

knowing what those are

can be difficult

Change in relationships

and interactions

Transition to LeadershipTransition to Leadership Managers do things right,

leaders do the right things.

Doing the right things and

knowing what those are can

be difficult

Change in relationships and

interactions

Time Management OverviewTime Management Overview

• Method for time and resource management

• Better manage yourself

• Balance

Time Management MatrixTime Management MatrixWashoe Tribe Vision statement clarifies:

• What is most important

• What gives the organization meaning

• Purpose for being

________ activities support our vision, values and department goals

Activities are ______ if you or others feel they require immediate attention

Time Management MatrixTime Management MatrixWashoe Tribe Vision statement clarifies:

• What is most important

• What gives the organization meaning

• Purpose for being

Important activities support our vision, values and department goals

Activities are Urgent if you or others feel they require immediate attention

Time Management MatrixTime Management MatrixNot UrgentNot UrgentUrgentUrgent

Imp

ort

an

tN

ot

Imp

ort

an

t

I II

III IV

ACTIVITIES:• Some interruptions• Some phone calls• Some meetings

ACTIVITIES:• Prevention

• Production capability activities

• Relationship building• Coaching and developing• Exercise

ACTIVITIES:• Crises• Pressing problems

• Deadline driven projects

ACTIVITIES:• Busy work• Junk mail• Some phone calls• Time wasters• Personal emails

Tips for Effective Time Tips for Effective Time ManagementManagement

To manage your time To manage your time effectively: effectively:

• Plan and organize your day and Plan and organize your day and weekweek

Failing to ____…is __________ to FailFailing to ____…is __________ to Fail

• Manage and control Manage and control __________________.__________________.

Tips for Effective Time Tips for Effective Time ManagementManagement

To manage your time To manage your time effectively: effectively:

• Plan and organize your day and Plan and organize your day and weekweek

Failing to Failing to PlanPlan…is …is PlanningPlanning to Fail to Fail

• Manage and control Manage and control interruptionsinterruptions..

Tips for Effective Time Tips for Effective Time Management (cont’d)Management (cont’d)

Plan each day in as much detail Plan each day in as much detail as possible. as possible.

Make a daily to-do list of your Make a daily to-do list of your objectives in order of priority.objectives in order of priority.


Batch routine tasks togetherBatch routine tasks together

Break large tasks into smaller piecesBreak large tasks into smaller pieces

Match task types to preferred day-partMatch task types to preferred day-part


Handle each piece of Handle each piece of paper or document paper or document ______ ______ if at all if at all possible. possible.

1.1. Refer it onRefer it on

2.2. File itFile it

3.3. Discard itDiscard it


Handle each piece of Handle each piece of paper or document paper or document only once if at all if at all possible. possible.

1.1. Refer it onRefer it on

2.2. File itFile it

3.3. Discard itDiscard it


DelegateDelegate

Set aside Set aside ____________________ blocks of timeblocks of time

Review your Review your objectives each dayobjectives each day


DelegateDelegate

Set aside Set aside uninterrupteduninterrupted blocks blocks of timeof time

Review your objectives Review your objectives each dayeach day


Give yourself a breakGive yourself a break

Maintain your work/life balanceMaintain your work/life balance

Tips for Effective E-Mail Tips for Effective E-Mail ManagementManagement

Check e-mails only at Check e-mails only at specified times during the specified times during the dayday

Set up folders to save Set up folders to save appropriate e-mails appropriate e-mails

Touch each e-mail just Touch each e-mail just onceonce

Tips for Effective E-Mail Tips for Effective E-Mail Management (cont’d)Management (cont’d)

Keep e-mails short Keep e-mails short

Only 2 tries via e-mailOnly 2 tries via e-mail

If you can’t respond, If you can’t respond, let the other party let the other party knowknow

Time WastersTime Wasters Avoid two major challenges to Avoid two major challenges to

effective time managementeffective time management

• Un_____________ and unnecessary Un_____________ and unnecessary

meetingsmeetings

• e-______ overloade-______ overload

Time WastersTime Wasters Avoid two major challenges to Avoid two major challenges to

effective time managementeffective time management

• UnUnproductiveproductive and unnecessary and unnecessary

meetingsmeetings

• e-e-mailmail overload overload

Time WastersTime WastersWe waste time due to factors We waste time due to factors

______ ____ _____ but also due to but also due to

factors factors _____ ___ _____. .

• What are some factors What are some factors

• beyond our control?beyond our control?

• within our control?within our control?

Time WastersTime WastersWe waste time due to factors We waste time due to factors

beyondbeyond ourour controlcontrol but also due but also due

to factors to factors withinwithin ourour controlcontrol. .

• What are some factors What are some factors

• beyond our control?beyond our control?

• within our control?within our control?

Coaching Coaching and and Developing Developing EmployeesEmployees

QuoteQuote““The opportunity to guide others to The opportunity to guide others to

their fullest potential is an honor and their fullest potential is an honor and one that should not be taken lightly. one that should not be taken lightly.

As leaders, we hold the lives of As leaders, we hold the lives of others in our hands.others in our hands.

These hands need to be gentle and These hands need to be gentle and caring and always available for caring and always available for

support.”support.”-Ken Blanchard-Ken Blanchard

Managing with FlexibilityManaging with FlexibilitySituational LeaderSituational Leader

Even though you want to be Even though you want to be ____ and and _________ as a as a manager you can’t manage everyone the same.manager you can’t manage everyone the same.

• What is their motivation?What is their motivation?

• What is their skill?What is their skill?

We try to develop people over time and help them We try to develop people over time and help them reach their highest level of performance.reach their highest level of performance.

It is all about the relationship between It is all about the relationship between ____________ level level of employee and of employee and ______ used by the leader. used by the leader.

Managing with FlexibilityManaging with FlexibilitySituational LeaderSituational Leader

Even though you want to be Even though you want to be fairfair and and consistentconsistent as a as a manager you can’t manage everyone the same.manager you can’t manage everyone the same.

• What is their motivation?What is their motivation?

• What is their skill?What is their skill?

We try to develop people over time and help them We try to develop people over time and help them reach their highest level of performancereach their highest level of performance

It is all about the relationship between It is all about the relationship between developmentdevelopment level of employee and level of employee and stylestyle used by the leader used by the leader

Determining Development LevelDetermining Development LevelSituational CoachingSituational Coaching

D1D1Enthusiastic Enthusiastic

BeginnerBeginner

D2D2Disillusioned Disillusioned

LearnerLearner

D3D3Capable Capable Cautious Cautious

PerformerPerformer

D4D4Self-Reliant Self-Reliant

AchieverAchiever

Low Low CompetenceCompetence

Low to Some Low to Some CompetenceCompetence

Moderate to Moderate to High High

CompetenceCompetence

High High CompetenceCompetence

High High CommitmentCommitment

Low Low CommitmentCommitment

Variable Variable CommitmentCommitment




BeginnerBeginner


LearnerLearner


PerformerPerformer


AchieverAchiever

Low Low CompetenceCompetence

Low to Some Low to Some CompetenceCompetence

Moderate to Moderate to High High

CompetenceCompetence

High High CompetenceCompetence


Low Low CommitmentCommitment

Variable Variable CommitmentCommitment




BeginnerBeginner


LearnerLearner


PerformerPerformer


AchieverAchiever

HopefulHopeful

CuriousCurious

NewNew

UnskilledUnskilled

ExcitedExcited

EagerEager

Not Not ExperiencedExperienced

OptimisticOptimistic

OverwhelmedOverwhelmed

ConfusedConfused

De-motivatedDe-motivated

FrustratedFrustrated

DisillusionedDisillusioned

Flashes of Flashes of CompetenceCompetence

DiscouragedDiscouraged

Self-criticalSelf-critical

CautiousCautious

DoubtfulDoubtful

CapableCapable

ContributingContributing

InsecureInsecure

TentativeTentative

BoredBored

Self-doubtSelf-doubt

ConfidentConfident

ConsistentConsistent

InspiredInspired

InspiringInspiring

ExpertExpert

AutonomousAutonomous

Self-assuredSelf-assured

AccomplishedAccomplished

Self-directedSelf-directed

Matching Coaching Style toMatching Coaching Style toDevelopment LevelDevelopment Level

Your style is a pattern of Your style is a pattern of behavior used to influence behavior used to influence others…others…

1. ___________ behavior behavior

Concentrates on what and howConcentrates on what and how

• What to do, how to do it, when to do it, monitoring What to do, how to do it, when to do it, monitoring performance and providing performance and providing frequentfrequent feedback feedback

2. ___________ behavior behavior

Focuses on developing commitment and initiativeFocuses on developing commitment and initiative

• Positive attitudes, feelings, listening, encouraging Positive attitudes, feelings, listening, encouraging and involving others in decision-makingand involving others in decision-making

Matching Coaching Style toMatching Coaching Style toDevelopment LevelDevelopment Level

Your style is a pattern of Your style is a pattern of behavior used to influence behavior used to influence others…others…

1. Directive behavior behavior

Concentrates on what and howConcentrates on what and how

• What to do, how to do it, when to do it, monitoring What to do, how to do it, when to do it, monitoring performance and providing performance and providing frequentfrequent feedback feedback

2. Supportive behavior behavior

Focuses on developing commitment and initiativeFocuses on developing commitment and initiative

• Positive attitudes, feelings, listening, encouraging Positive attitudes, feelings, listening, encouraging and involving others in decision-makingand involving others in decision-making

5 Keys for Directive Behavior5 Keys for Directive Behavior

TeachTeach OrganizeOrganize StructureStructure

SuperviseSupervise EvaluateEvaluate



TeachTeach


TeachTeach OrganizeOrganize





SuperviseSupervise



SuperviseSupervise EvaluateEvaluate

5 Keys for Supportive Behavior5 Keys for Supportive Behavior

AskAsk ListenListen ExplainExplain

EncourageEncourage FacilitateFacilitate(problem solve)(problem solve)



AskAsk


AskAsk ListenListen





EncourageEncourage



EncourageEncourage FacilitateFacilitate(problem solve)(problem solve)

Developmental CoachingDevelopmental Coaching

S3S3 S2S2

S4S4 S1S1

High

Low

Low High

Su

pp

ort

ive

Beh

avio

r

Directive Behavior

Supporting Coaching

Delegating Directing

Developmental CoachingDevelopmental CoachingDevelopment BehaviorsDevelopment Behaviors

S1S1DirectingDirecting

S2S2CoachingCoaching

S3S3SupportingSupporting

S4S4DelegatingDelegating

DefiningDefining

PlanningPlanning

OrientingOrienting

TeachingTeaching

CheckingChecking

GivingGiving

FeedbackFeedback

ExploringExploring

AskingAsking

ExplainingExplaining

RedirectingRedirecting

EncouragingEncouraging

PraisingPraising

SharingSharing

FeedbackFeedback

AskingAsking

ListeningListening

ReassuringReassuring

CollaboratingCollaborating

AppreciatingAppreciating

EncouragingEncouraging

FeedbackFeedback

AllowingAllowing

TrustingTrusting

ConfirmingConfirming

EmpoweringEmpowering

AcknowledgeAcknowledge

ChallengingChallenging

Why Coach?• Your job is to get things done through

other people

• You need your employees more than they need you

• ____________s are evaluated on their ability to achieve results through the efforts of their ____________s

Why Coach?• Your job is to get things done through

other people

• You need your employees more than they need you

• Supervisors are evaluated on their ability to achieve results through the efforts of their employees

What is Coaching?• Ability to bring out the best in people—all

day, everyday

• Effective leaders coach all employees regardless of performance

•Strong performers

•Steady performers

•Poor performers

Coaching is…• A process—not a one time event

• Spontaneous or formal

• Formal coaching process includes…

Three (3) Stages:Three (3) Stages:

Pre- Planning

Coaching Session

Post Session

Pre- Planning

Coaching Session

Post Session

•Plan objectives

•Determine goals

•Document specific examples

•Schedule the session

Pre- Planning

Coaching Session

Post Session

•Plan objectives

•Determine goals



•Explain the purpose

•Describe the impact

•Provide next steps

•Ask for specific actions

•Create a timeline

•Gain commitment

•Provide praise and recognition

Pre- Planning

Coaching Session

Post Session

•Plan objectives

•Determine goals



•Explain the purpose

•Describe the impact

•Provide next steps

•Create a timeline

•Gain commitment

•Provide praise and recognition

•Monitor

•Reinforce

•Assist

•Re-evaluate

Primary Learning Primary Learning StylesStyles

A__________

V_______

K____________

Don’t know?—take a _________ approach

Primary Learning Primary Learning StylesStyles

Auditory

Visual

Kinesthetic

Don’t know?—take a blended approach

Active Active ListeninListenin

gg

Active Listening Means…

“Seek first to _____________,

then to be _____________.”Stephen R. Covey

Active Listening Means…

“Seek first to understand,

then to be understood.”Stephen R. Covey

4 Steps to Active ListeningStep 1—

ParaphraseStep 2—

Ask questions

Step 3—Use “I”

statements

Step 4—Monitor body

language

4 Steps to Active ListeningStep 1— Step 2—

Step 3— Step 4—


ParaphraseStep 2—

Step 3— Step 4—


ParaphraseStep 2—

Ask questions

Step 3— Step 4—


ParaphraseStep 2—

Ask questions


statements

Step 4—


ParaphraseStep 2—

Ask questions


statements

Step 4—Monitor body

language

Barriers to Active Listening

• Mind reading

• Interrupting

• Rehearsing

• Filtering

4 Steps to Active ListeningStep 1— Step 2—

Step 3— Step 4—

Please be sure to Please be sure to complete and leave the complete and leave the

evaluation sheet you evaluation sheet you received with your received with your

handouts. handouts.

Thank you for your Thank you for your attention and interest!attention and interest!

Documents

Supervisory Skills