Support and Supervision II

Releasing potential through

learning and development

Support and Supervision Skills 2

Welcome



To enable people

currently supervising

staff to examine their

practice and to

establish its

importance as a

management tool

© 2018 Mike Phillips Trainer, Facilitator, Consultant and Coach

Course Aim

15/08/2018





By the end of today’s course, you will be able to:

Explore different management and communication

approaches and the importance of flexibility, so you

can get the best out of your staff.

Make the most of appraisals – clarify key steps to

implement before, during and after.

Support your staff well – recognise the importance

of performance management, identify ways to

tackle poor performance, and identify options for

training and developing staff.


Learning Outcomes

15/08/2018






Examine your role in motivating/demotivating staff

and identify considerations for dealing with conflict

management.

List the benefits of giving feedback, identify how to

plan for giving feedback and appreciate the reasons

for people being resistant to giving/receiving

feedback.

Make the best use of your time by recognising the

need for delegation and how to delegate effectively.

Reflect on your strengths and weaknesses as a

manager and identify your next steps.


Learning Outcomes

15/08/2018





“Minds are like parachutes –

they only function

when open.”

Thomas Dewar


Before We Begin…

15/08/2018



Management

Principally administrators

Keeping control Directs the work

Quality and quantity Business plans Budget setting

Communicates, delegates and motivates

Tangible measurable things

Supervisors should be spending 40% of their time on

human skills.

Getting the best out of people takes time and effort –

but pays off

BUT - if you manage people you are a leader too!



Management Leadership

Management and Leadership

Management: The planning

and organising of time,

resources and people to

achieve optimum results

effectively and efficiently.

Leadership: To motivate,

provide direction and

guidance to an individual

or group of individuals to

achieve optimum results

Source: John Adair

15/08/2018 © 2018 Mike Phillips Trainer, Facilitator, Consultant and Coach



Action Centred

Leadership

John Adair



Management and Leadership Truisms

Effective managers/leaders adapt their approach

for each individual

Great managers/leaders are constantly learning

and reflect on their practice

If you get it right, people feel good. If you get it

wrong the effect could last forever

It could be you that is holding your people back

People get results and they are worth investing in




Management and Leadership Truisms

You can do your best to enable others to do their

best – it’s up to them to do it – your people are

responsible for their own actions and behaviours

You can’t get it right all the time for all the people,

so don’t even try to!

Your communication, management and leadership

styles will impact on how others react and how they

feel about you and themselves




The problems

Your weakest areas will hold back performance in

other areas

Do you procrastinate because you are actually not

very good at it?

Do you avoid areas where you haven’t performed

well in the past?

Lesson – If you are bad at something face up to it

and do something about it.

Continuous learning is the minimum requirement for

success in any field



Just why do they pay you?

You can’t support and supervise staff until you are

clear what is you are meant to be doing

You are paid to get results for the organisation –

individually and through your staff-

5-7 key areas usually

Planning Organising Staffing

Delegating Supervising Measuring

Reporting

Where are you weak? What are your strengths?


learning and development Motivation

How much can you be responsible for some else’s

motivation?Managers are often VERY good at demotivating staffIt is infectiousMotivation comes from them – find out what it is that

motivates themHave to meet fundamental needs and have

confirmation of our belief in ourselves or we blamesomeone else.

In work it is likely to be you and therefore you haveproblems with conflict and de motivation.



Motivation

People are motivated by many different factors andmotivation changes throughout our life depending onour circumstances.

Experiment and find out what motivates your staffPassion for the cause, paid fairly, benefits,

challenges, ticking boxes, praise, team, flexibleworking, voice, listened to, have choices etc etc

ReminderPeople who produce good results feel good about

themselvesPeople who feel good about themselves produce good

results


learning and development Motivation Common needs

Feel we belong Efforts appreciated

Liked In control of our lives

Have choices Are a decent person

Good at something Voice heard

Recognised for being good Understood



Motivation and learning

Encourage – believe in them, guide them and be

available, be patient, be enthusiastic and energetic

have a positive approach - discourage negativity

Learning becomes motivational when people can use

what they have learnt

The effort they have made is acknowledged

Understand failure is one of the ways we learn

Understand failure is an attitude not an outcome

Understand learning is inhibited when everything is

outcome orientated



Define the difference between support and

supervision

Agree good practice in support and supervision of

staff

Understanding Support and

Supervision

© 2018 Mike Phillips Trainer, Facilitator, Consultant and Coach15/08/2018



Support and Supervision

‘Separate’ but overlapping

management functions:

Supervision – deals

with the work itself

Support – deals with

the worker




2-way feedback

Anticipating and dealing

with issues

Clarify priorities

Discuss how they feel

about work

Discuss if any outside

factors affecting work

Framework for discussing

and agreeing change

Recognise and deal

with problems

Review progress -

monitor and evaluate

work and

performance

Set new objectives

Share information

and ideas about work

Support to improve

performance

1:1s – what are they for?




Support

Personal

Work

Performance

Work

Goals

Priorities

Tasks

Supervision Pie


Support

Personal

Work

Performance

Work

Goals

Priorities

Tasks



Setting Expectations


What is expected from

individual in their role?

What is expected of

how the individual will

work with others?

• you as their line manager?

• a multiple boss situation?

• team?

15/08/2018



Setting Boundaries

Workflow

Overlap

Resources

Multiple Bosses

Line of Authority

Decision Making

Professional

Flexibility

e.g. individuals work in relation to others

e.g. area where 1+ person has responsibility

for something

e.g. what have you got available to you

e.g. reporting into 1+ person for different

reasons

e.g. who is accountable to who

e.g. who can make what decisions

e.g. confidentiality, relationships

e.g. hours/location of work

15/08/2018© 2018 Mike Phillips Trainer, Facilitator,

Consultant and Coach



Sample Supervision/1:2:1 Agenda

“Dustbin”

Notes from last meeting & any Matters Arising

not covered by agenda

Current Work

What has been an achievement?

What would you improve/do differently in future?

Future Work (coming month & longer term)

Personal & Personnel (policy & procedure issues)

Continuing Professional Development & Training

Annual Leave, T.O.I.L. etc.

Date of next meeting




Active listening …properly

Adapt style appropriately

Communicate

Do what you say you will

do!!

Don’t always wait for the 1:1

Keep people motivated:

don’t de-motivate

Walk the job (MBWA)

But it isn’t just about 1:1s!!




S •Structured

U•Usual

P•Productive

E •Exchange

R•Recorded

c

Make your Supervision Sessions

SUPER!




Pause for Thought

“Give a man a fish and you

feed him for a day. Teach a

man to fish and you feed him

for a lifetime.”

Chinese Proverb




Welcome Back!




Be aware of how a charity vision, mission, values

and goals can be used to influence performance and

teamwork

Vision, Mission, Objectives/Goals

and Behaviours




An effective leader should

be able to clearly and simply

share the vision they have

for their project, team,

service or organisation

‘A vision gives meaning and

purpose to your actions.

It is the picture on the

jigsaw box of life’

Vision




To establish Starbucks as the premier

purveyor of the finest coffee in the

world while maintaining our

uncompromising principles as we

grow.

Starbucks Vision




To inspire and nurture the

human spirit – one person, one

cup and one neighbourhood at

a time.

Starbucks mission




Our vision is of an

independent voluntary

sector at the heart of

social change

DSC Vision




Our mission is to be an

agent connecting givers,

influencers and service

deliverers

DSC Mission



learning and development Breaks down operational

silos – every member of

staff knows how their

work contributes.

Management is how you

go about achieving the

Vision – objectives and

then plans and individual

targets.

Needs to inspire,

motivate and be

memorable

Without it you can’t plan,

set targets or know how to

prioritise

You might not know how

you will get there yet - but

at least you know in which

direction you are going

Vision




Recruitment and

promotion decisions

Keep the message

energising and fresh

Performance

measurement

Praise habits that

highlight new habits,

style and values

Use all available

forums

Use informal

‘grapevines’

Use novel and

personalised ways

Keep the vision alive




Vision and Mission

Departmental goals & objectives

Your

performance

objectives

Colleagues performance objectives

Individual Key Result Areas/KPI’s

YOU

Vision to Action




When setting performance

objectives and goals make the

CASE:

Context

Action

Standards

Evaluate

Agreeing Job Objectives/KPIs




Effective Performance Goals 1

• Beginning

• Middle

• End




Beginning Middle End

Use an Active

Verb

State what is to be

achieved

End with a measure

(e.g. Quantity, quality

or time)

Increase Number of visits to

clients

By 10% over

previous year

Produce Newsletter for clients 4 issues within the

year

Broaden Newsletter readership

database

By adding 20 new

clients during first

quarter

Recruit Client volunteers to

help with newsletter

4 volunteers by

end of Q2

Identify IT training courses List by end of Q2

Effective KPIs and

Performance Goals




Setting SMARTER Performance Goals


Make Performance Goals SMARTER:

15/08/2018

S • Specific

M• Measureable

A• Achievable

R• Realistic/Relevant

T• Time-bound

E• Ethical

R• Recorded



Values to Action




Embed Mission and Values in Action

Organisation and Team

Briefing Sessions

Observing for Feedback on

Performance

Support and Supervision and

1:2:1’s

Observing for Feedback on

Performance

Support and Supervision and

1:2:1’s


Recruitment; Selection

and Induction

Agreeing Vision, Mission

and Values

Agreeing

Team/Individual

Behaviours to underpin

values and create

motivation

Appraisals/KPI’s/Goals

15/08/2018



VISIONARY

Remind ourselves and

each other of the BIG

DSC picture

Feel the fear and

do it anyway – run

the risk

Be active in

developing new

products and

services

Use available

technology to

the best of its

capacity

Bring knowledge:

3 Golden Nuggets to

Staff Brief

As a team –

review strategic

input and progress

Leaders are visionaries with a

poorly developed sense of fear

and no concept of the odds

against them.Robert Jarvik

http://www.dezinerfolio.com/wp-content/uploads/2008/05/visionary2222.JPG



OPEN

Keep other

departments informed

about our activities –

FACE TO FACE

Be open to new

ideas - wherever

they come from

Harness change –

and support those

who struggle with

it

Be honest

about mistakes

and open to

feedback

Publicly

acknowledge our

SWOTS – within

and outside the

team

SHOUT – when we

need help or support,

a shoulder or and ear

There is no end to the

adventures that we can have if

only we seek them with our eyes

open.Jawaharal Nehru

http://images.google.com/imgres?imgurl=http://egowebsites.net/ecademy/club/thinkingoutsidethebox/image/logo.jpg&imgrefurl=http://www.sodahead.com/question/104280/which-type-of-person-are-you/&usg=__Y9-3PY06y23cidGjsuCb3l5_kEs=&h=425&w=550&sz=62&hl=en&start=7&tbnid=7RfC6mhNMUV39M:&tbnh=103&tbnw=133&prev=/images?q%3Dopen%2Bminded%26gbv%3D2%26hl%3Den



INSPIRING

Support each others

development and

growth in role and

team

Seek

opportunities to

learn from each

other

Be proactive in

organising

buddying and 1-1

support meetings

Celebrate Together

3 successes

3 Thank you’s

3 Golden Nuggets

Apply creativity and

innovation in

delivering training

Create and use our

value cards to

support, thank and

praise each other

The ultimate measure of a man is not where

he stands in moments of comfort, but

where he stands at times of challenge and

controversy Martin Luther King

http://images.google.com/imgres?imgurl=http://www.ohioverticals.com/blogs/politics/wp-content/uploads/2008/01/martin-luther-king.jpg&imgrefurl=http://bustill.blogspot.com/2009/01/i-have-dream-by-martin-luther-king-jr.html&usg=__ISAKYoOhhXiM64btjx27bs8AyRw=&h=500&w=432&sz=55&hl=en&start=27&tbnid=FzwWOnz2EolueM:&tbnh=130&tbnw=112&prev=/images?q%3Dmartin%2Bluther%2Bking%26gbv%3D2%26ndsp%3D20%26hl%3Den%26sa%3DN%26start%3D20



COMMITTED

Encourage and

challenge each other

to help other

departments

Smile. Say Hello. Good

Morning. Goodbye.

To colleagues and

customers

Read DSC briefings,

bulletins e-news,

catalogues and flyers

Each week read 3rd

Sector and other

relevant journals

Manage own

knowledge gaining

and skills

development

Go the extra mile –

at least, ask – is

there anything

else?

Every job is a self-portrait of the

person who did it.

Autograph your work with excellence.

http://images.google.com/imgres?imgurl=http://www.escambiaallforone.com/images/home-hands.png&imgrefurl=http://www.escambiaallforone.com/&usg=__2wg2P6L8vhTNhbQIMQ0pFni6p0M=&h=341&w=551&sz=212&hl=en&start=20&tbnid=RIN00LKn8npxjM:&tbnh=82&tbnw=133&prev=/images?q%3Dopen%2Band%2Bhonest%26gbv%3D2%26hl%3Den



Extremely

Professional

Talk up DSC –

to each other, to other

departments,

to customers and a

associates

Take opportunity to talk

to customers, trainers,

visitors and associates

Do the ‘dirty’ jobs –

pick up litter, change

the loo role, water

bottle, copy paper

Peak performance standards –

Phone response, in group, out of office,

house style

Be on time,

appropriately dressed,

badged up and

cheerful

Talk well of

colleagues, their

roles and their

achievements

The mark of a true professional is

giving more than you get.Robert Kirby



Pause for Thought

“I love strawberries. But

whenever I go fishing I bait

my hook with worms. This is

because fish like worms – not

strawberries”

Dale Carnegie




Welcome Back!




Understanding Communication




Glue of Relationships = TRUST







learning and development Communication

4 main stylesRecognise your style, the impact of your

style and the style of othersAre you green, blue, yellow or red?

Workbook page 8Do you recognise the colours in your team/

manager?Very important to communicate appropriately

to make sure they really listen and you areheard


learning and development Green Positives

o Feelings led

o Warm, caring, supportive, nurturing

o Interested in individuals

o Relationships are important

o Good listener

Cares about relationships


learning and development Blue PositivesFact

Authoritative

Practical

Pays attention to detail

Gets the facts right

Makes clear logical decisions

Takes time to think


learning and development Yellow Positives

Led by feelings and ideas

People orientated

Fun to work with

Enthusiastic

Creative

Challenge status quo

Looks for new possibilities


learning and development Red Positives

Results led

Direct and confident

Loves change and challenge

Quick decisions

Will take risks

Dynamic, focused and inspiring


learning and development Exercise

Working in groups

Looking at the handout what could be

the negative perceptions/characteristics

of each colour?



Green negative perceptions

Over nurturing

Misplaced loyalties

Puts individuals before the task

Doesn’t let people grow or make

mistakes

Hangs on to poor performers

Too soft



Blue negative perceptions

More concerned with ideas and

principles than people

Too much order

Over attention to facts and detail

Never gets anything done

Always plays by the rules

Closed mind

May be self critical



Yellow negative perceptions

Addicted to change

Starts but doesn’t finish

Too many initiatives at once

Doesn’t get results

Doesn’t see things through



Red negative perceptions

Action only – wants results

Not concerned about individuals

Doesn’t listen well

Doesn’t think things through

Can be hasty

Takes risks

Not interested in detail



Communication exercise

Purpose? -Understand the various styles of

communication and use it to your advantage – know

how to communicate with the different styles more

effectively

How should you approach each of the colours?

Can you just knock on the door and walk in?

Should you plan and prepare anything?

What is the first 15 secs of conversation?

Exercise in groups


learning and development GreenMotivated by appreciation.

They are looking for trust and security

Feelings led

Take interest in them as people

Establish rapport

Speak calmly

Focus on people outcomes

Talk about gut feelings

Explain why


learning and development Blue

Prepare – they look for data

Motivated by procedures

Acknowledge skills but do not condescend

Present facts and information

Present ideas logically

Speak calmly

Avoid over emotion

Focus on benefits


learning and development Yellow

Ideas

Use humour

Talk about feeling

Be passionate

Focus on the positive

Explain the why

Don’t take topic too seriously



Red

Action led – looking for results

Be direct and to the point

Motivated by change and challenge –focus

on the new and exciting

Mix facts and feelings

Keep the hows and whys brief but be

prepared to give further details if they

bite

Acknowledge desire for speedy results



Building Rapport




Management Styles




Use of Authority By the Manager

Area of Freedom for Subordinates

Source:

Tannenabaum and Schmidt – model of delegation and team development

Sell Consult ShareTell Delegate

Tannenbaum & Schmidt

Leadership Continuum




Your Management Style




Assessing Management Styles




Style Use Con’s Pro’s

TELL Dismissal

Policy briefing

Reactions

Stifle creativity

Useful when only

one way to do job

SELL

Choice of methodology

When fait accompli

needs buy in

Lack of commitment

Ignores potential

expertise

Useful if no

experience or

expertise

CONSULT

To seek views/info

To choose between

options

Sometimes seen as

lip service

Lots of ideas not

taken up

Shows willingness

to listen and open

to views being

heard

SHARE

To maximise on resource

To grow or develop staff

When no one already

knows

Time consuming

Needs mutual trust

in team

Builds trust

Can influence

creativity

DELEGATE

Develops staff

Best use of

time/resource

Seen as a cop out

Open to error

Staff may lack

confidence

Stretches and

motivates

Helps managers

time management

Management Styles




Effective managers

adapt their style to

provide what the

individual or group

can’t provide for

itself:

you are the

missing

ingredient

If you don’t

change your style

of management

appropriately your

people will under-

perform and can

even become

resentful and de-

motivated

Situational Management




Pause for Thought

“It is far better for a man to go

wrong in freedom than to go

right in chains.”

Thomas H. Huxley




Welcome Back!




Supervision: Practical Skills




Supervision

Skills

Active

Listening

Effective

Questioning

Feedback

Line-Management and

Supervision Skills




The ART of Listening




Listening…..

“Next to physical survival, the greatest

human need is psychological survival;

to be understood, to be affirmed, to be

validated, to be appreciated. When

you listen with empathy to another

person you give that person

psychological air. And after that vital

need is met, you can then focus on

influencing or problem solving.” Steven

Covey 1991



E •Ears

E •Ego

E •Emotion

E •Environment

E •Evaluation

E •Expectation

E •Experience

E •Eyes

Eight E’s of Listening




Barriers to Listening

Personal

Interest

Beliefs and

AttitudesPet Phrases

Physical

Distractions

Selective

Listening

Lack of

Interest

Reactions

to SpeakerListening

Expectations

Talking Speed

versus Speed

of Thought




Advising

Being right

Comparing

De-railing

Dreaming

Filtering

Hijacking

Judging

Mind reading

Placating

Rehearsing

Sparring

Barriers to listening




Aspects of an Effective Listener

Accessible Available when people what to talk

Interested Eager to know what other people think

and feel

Attentive Concentrates on the person speaks

Encourages expression Encourages others to say what they

really feel and think

Doesn’t interrupt Listens without the need to offer other

viewpoints

Suspends Judgement Makes no decision until all viewpoints

have been heard

Values different opinions Respects different viewpoints

Shows empathy and

understanding

Demonstrates empathy through action

and understanding through verifying

Doesn’t talk too much Does not speak to dominate

conversation



learning and development Body Language

Shaking the head and shoulder shrug

Open palms – you have no weapon/non threatening/truthful

Palm down – showing authority – Hitler salute

Palm down with closed fist pointing - aggressive


learning and development Body language

Finger pointing up on cheek with fingers across mouth with thumb supporting chin?

Raised steeple fingers?

Hand covering mouth?

Frequently touching your nose?

Want to intimidate? Power gaze at the third eye



L Look interested

I Inquire with questions

S Stay on target

T Test understanding

E Evaluate the message

N Neutralise your feelings

L.I.S.T.E.N. Effectively




Pause for Thought

“Knowledge speaks, but

wisdom listens.”

Jimi Hendrix




Asking the right questions


Ask OPEN questions to

encourage discussion

Ask CLOSED questions

if you want to clarify

Avoid asking MULTIPLE

questions

Ask PROBING

questions

15/08/2018



Asking the right questions

Some examples to get you started…

How have things been going since we last met?

What do you feel you did well last month?

What areas could you have improved on last month?

What could you do differently?

What problems have you encountered? How did you

deal with them?

What did you enjoy most? What did you enjoy least?

What can I do to support you?




Feedback

Why is feedback

important?

What is it about

giving feedback

that often makes it

go wrong?




Feedback on

performance must be:

Balanced

Observed

Owned

Specific

Timely

Feedback: Uncovering Potential




Feedback Burger

Commend

Recommend

Commend




• ASK – what went well

• ADD – what went well

• + Impact on others

• ASK – what could be improved

• ADD – what could be improved

• + Impact on others

Agree objectives

Plan actions

Agree success criteria

Plan evaluation

Feedback Burger for Supervision




Setting behavioural objectives


Statement Prepare your statement beforehand

State issue in short, clear, authoritative way to describe performance gap.

Stick to a single area of performance.

Test Invite response.

Test understanding and gain agreement

Explore Discuss openly why the gap still exists.

Listen, and take into account any legitimate reasons or concerns

Proceed Move issue onward by asking ‘what are you going to do about it? Agree way

forward

Clarify consequences of taking no action i.e. disciplinary.

15/08/2018



Giving behavioural feedback

Seek first to understand then be understood

(Covey – 7 Habits of Highly Effective People)

See – describe the behaviour factually – the specifics

Explain – the impact and consequences of the

behaviour including your needs

Explore – what could be done in the future and make a

request.

Assume positive intention




Pause for Thought

“Treat people as if they were

what they ought to be and you

help them to become what

they are capable of being.”

Goethe




Identifying Sticky Issues and

Problems in Supervision




Where to Focus?




Understanding Leadership Styles




The Leader Ship




When Viewed

Positively

When viewed Negatively

could be seen as

GREEN

Feelings/

Relationships

Leadership Styles


Cares about

relationships

Caring

Good Listener

Interested in

individuals

Nurturing

Supportive

Warm

Hangs on to poor

performers

Misplaced loyalties

Not letting people

grow or make their

own mistakes

Over nurturing

Puts the individuals

over the task

Too soft

15/08/2018



When Viewed

Positively


could be seen as

BLUE

Facts/

Information

Leadership Styles


Authoritative

Gets the facts right

Makes clear logical

decisions

Pays attention to

details

Practical

Takes time to think

Always plays by the

rules

Closed minded

Never gets anything

done

Over attention to

detail

Over focus on facts

Too much order

15/08/2018



When Viewed

Positively


could be seen as

YELLOW

Ideas/

Change

Leadership Styles


Creative: prepared to

experiment

Enthusiastic

Fun to work with

Looks for new

possibilities

Open-minded

Ready to challenge

the status quo

Addicted to change

Doesn’t get results

Doesn’t see things

through

Lots off initiatives all

at once

Starts things and

doesn’t finish them

15/08/2018


learning and development When Viewed

Positively


could be seen as

RED

Action/

Results

Leadership Styles


Confident

Dynamic

Focused

Gets results

Inspiring

Quick

Action only

Bullying

Doesn’t listen well

Doesn’t think things

through

Not concerned

about individuals

15/08/2018



Pause for Thought

“The wise man doesn’t give

the right answers, he poses

the right questions”

.”

Paul Samuelson




Welcome Back!




Delegation Exercise

What How Who Why When

Quality Current work load Skills

Resources Monitoring

Your involvement

In small groups - what do you need to

consider for all the above points?



Delegation – things to consider

Is it in someone’s job description

Who likes doing this and is good at is

When does it need to be done

How well does it have to be done

Is this a development opportunity

Is it worth investing my time – or not



Delegation

Beware of using the willing donkey – leads to all

round resentment and potential stress

Think of the sausage machine – what you put indictates what you get out at the other end

Do you have the time to support them properly?If it is a new task for someone who is normally

ready and willing they will need to be managed in adifferent way.

What is their existing work load?Do they need training and support or are you

setting them up for failure?



The Effective Distance Manager




Agree clear

expectations and

boundaries

Especially

accountability and

decision-making

Always start with the

Usual Guidelines:

Plus, plus, plus

Ask THEM what

they want and need

Communication is

Key

In person vs.

talking vs email

Know the

‘Grapevines’

Reach Out to Remote Workers




Meet regularly in

person wherever

possible

Motivation is Key

Seek ‘local’

feedback

Software:

Dropbox; file-sharing

etc Microsoft Project

etc.

Use new

technologies

’face-time’

teleconferencing,

Skype; Outlook

(share calendar;

email etc.)

Reach Out to Remote Workers




Understanding Performance

Appraisal




A Two–way process

Between a Line

manager and a member

of their team

Discuss past

performance

Explore Highs and Lows

Agree future objectives

Identify learning and

development needs

Performance Appraisal is...




Key Performance

Indicators (KPIs) or

result areas

360 Appraisal or not?

Performance Appraisal:

Starting off on the right foot


Skills and Competencies

Audit

Setting Job goals

Overall aim or job

objective

Organisation values that

underpin performance

(e.g. customer-focus)

15/08/2018



1. Senior

Management

Commitment

Line Managers -

Appraisers are trained

& motivated to

develop staff

2. Appraisals

are planned

and prepared

for

• Appraisal Interviews have

identified aims

• Appraisers and Appraisees

come prepared

3, Follow-up Action

taken promptly

& the appraisal

system reviewed for

improvement

3600Appraisal Success Factors




Clarity about the job to be

done

Goal Setting

Reviewing Performance

Preparing for the Appraisal

Meeting

Conducting the Appraisal Interview

Performance Appraisal:

A Process




The Individual The Line Manger The Organisation

1. Career planning.

2. Know where they

stand

3. Clear view of the

future

4. Development

5. Performance

improvement

6. Improves job

satisfaction

1. Builds relationships.

2. Clarifies expectations

3. A chance to set future

objectives

4. An opportunity to

discuss wider issues

5. Avoids adverse

employee relations

and legislative

consequences

1. Identifies

potential

2. Individual effort

aligned to

organisational

goals

3. Identifies

development

needs and skills

gaps

4. Vehicle for

strategic

change

Appraisal: The Benefits




Effective Appraisal Meeting

Be Prepared

Create The Right Atmosphere

Work To a Clear Structure

Use praise

Let individuals do most of the talking

Invite self assessment

Discuss performance not personality

Encourage analysis of performance

Agree a plan of action

No surprises




Understanding Motivation




Motivation and Influence:

A Push or Pull Affair?


http://www.google.com/imgres?imgurl=http://easyandelegantlife.com/wp-content/uploads/2010/03/push_me_pull_you.jpg&imgrefurl=http://easyandelegantlife.com/2010/03/31/push-me-pull-you/&usg=__9y-cxFM5PYKF03Ds2au_uXFCP3g=&h=471&w=505&sz=29&hl=en&start=1&itbs=1&tbnid=bJOffhKAP__fkM:&tbnh=121&tbnw=130&prev=/images?q=push+or+pull&hl=en&gbv=2&tbs=isch:1



Assumptions people make about people with whom they work.

Assumes that

people basically

dislike work

Need to be directed

and controlled in

order to produce

results

Assumes People

like work and

Under right

conditions will seek

to take

responsibility for it

Th

eo

ry X

Th

eo

ry Y

How do you see your People?




Source: www.businessballs.com

Biological and Physiological needsBasic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.

Safety needs Protection, security, order, law, limits, stability, etc

Belongingness and Love needs

Family, affection, relationships,

work group, etc.

Esteem needsAchievement, status,

responsibility, reputation

Self-

actualisation Personal growth

& fulfilment

Maslow’s Hierarchy of Needs


http://www.businessballs.com/



Need

for

Power

Need

for

Affiliation

Need

for Achievement

McClelland’s Motivation Theory




Hertzberg’s Motivation Theory




Search for

meaning

Where do I fit?

Why was it

needed?

It doesn't work

yet.

Integration

New

behaviours

become

‘norm’

Results are

being seen

Performance/Morale

Denial

Not me!

Shock

Reaction?

Testing

Trying out new

ideas/approaches

Tending to

stereotype (old

thought).

Frustration.

LookingBackward Transition

Stage

Looking

Forward

Letting go

Acceptance

but unknown

future

confusion.

Frustration

Change is

going to

happen.

How to deal

with fear.

Not fair! Why

me?

The Change/Transition Curve




Want to Know a secret?

Want to know the

secret to motivation?




The real SHOCK about motivation…

You can’t motivate

other people…

It’s intrinsic




…but you can lay the foundations




Managing Performance




Measure and Maintain

Performance:

Key Performance

Indicators

Oil the wheels – give

regular, on-going

feedback

Regular Review

Doing job vs. doing above

and beyond job needs

Managing Performance


6

15/08/2018



Monitoring via Supervision

Vital cog in the wheel to check and monitor

the agreed Action Plan is being followed

through

Use a standard form so records are kept –

signed?

Example workbook pages 10-13

Meet regularly and keep the appointment

Privacy and confidentiality



Monitoring via Supervision

Agree the agenda and be prepared

Revisit previous months meeting and

check progress

Empathise with pressures, anxieties,

look for success, give praise.

Prepare and be a friendly terrier –

never let things go



Boundaries between work and

personal issues

Our personal lives will affect our working lives

– good supervision will take this into account

Only if the personal problem affects work

does it become an issue for you – perhaps

alternative ways of working, sick leave,

compassionate leave?

You are not there to provide therapy or

counselling as their supervisor

Support them to find outside support


learning and development Performance

Everyone is a potential winner although

some are disguised as losers –don’t let

appearances fool you

Good performance management can

turn things around

The important thing is what happens

when you are NOT there – not when

you are


learning and development Poor Performance

Poor performance can occur anywhere and at anytime. Its causes are many. Inherited or may creep upslowly. Time/stress management. Lack clarity. Demotivation. Change

When results do not meet the required standard,give immediate and constructive feedback andpossibly coaching.

Face things early on before it gets out of control Establish the reasons for the performance

Personal? Individual? Organisational?


learning and development Poor performance

Separate facts from feelings – Be in control

of your own feelings. Don’t let your personal

prejudices cloud your judgment

Sort out the facts. What is the person

supposed to be doing? What are they

actually doing? What are they doing well?

What are the weaknesses? What have they

not achieved?

Always listen to the person



Make sure you…..

Plan – outcome you want, their reaction, alternatives,

fall back position

What can you do to improve it? Clarity?

Give good guidance – objectives, detail, standards,

resources

Support – Meet regularly, empathise with pressures anxieties, look for success, give praise, when givingfeedback focus on the behaviour, not the person

Build the team –Don’t focus on the poor performer tothe exclusion of the team, provide clear leadership tocreate a sense of team work & positive attitude



Face up to the reality

At the end of the process you may have to accept that yourhope of a committed, motivated member of staff who is capableof doing the job well & to high standards is simply not realistic.

You may have to settle for a member of staff who iscapable of doing the job, or aspects of the job, adequately, someone who contributes in a limited, but still useful manner, tothe team.

If you believe that the removal of the person is inevitablethen at an early stage look to your policies & proceduresLack of capability or unwillingness to do the job will probablymean eventual disciplinary action. Take expert advice.



When is a risk not really a risk?

….. When the risk to the business is

higher if the employee stays than if

they go!!!



If you earn

per annum:

Each

hour is

worth:

The loss of one hour per day over

a year costs:

£10,000 £6.13 £1,428.00

£15,000 £9.19 £2,142.00

£20,000 £12.26 £2,875.00

£25,000 £15.32 £3,571.00

£30,000 £18.39 £4,285.00

Your time is worth….



Support, Supervision and Performance

Case studies. Choose a scenario

Discuss in small groups. Think and plan

What could be happening here? What could the

reasons be? What are you going to do?

Agree the details of the scenario and then practise

supervising the employee.

1 person supervisor. 1 person supervisee +

observers


learning and development Feedback session

Challenges?

What went well?

What didn’t go so well?

What have you learnt?



Pause for Thought

“There is nothing either good

or bad but thinking makes it

so.”

William Shakespeare




Welcome Back!




Understanding Behaviour




Communication Styles in Conflict




YouValues

Attitudes & Beliefs

Feelings

Behaviour

Understanding Behaviour




Your Inner World

External

Event

Physiology

State/

Behaviour

Distortions

Deletions

Generalisations

Memories

Beliefs

Decisions

Values

Meta-programmes

Internal

Representation




New information that contradicts a deeply-held view

Change of

Opinion

Self-

justification

Seek alternative

Evidence to support

our current view

Discredit the

information source

Distort the evidence

to make it fit your

present viewAdapted from:

Elliot Aronson

Changing Minds – Not Easy




Transactional Analysis

P

A

C15/08/2018 © 2018 Mike Phillips Trainer, Facilitator, Consultant and Coach



Parent, Adult Child

P

A

C

Parent

Child

Adult

Behaviours, thoughts and feelings copied from parents or parent figures

Behaviours, thoughts and feelings which are direct responses to the here and now

Behaviours, thoughts and feelings relayed from childhood

- TAUGHT

- FELT

- THOUGHT







It’s all about perspective




What is Emotional Intelligence

The capacity to be aware of, control, and express

one's emotions, and to handle interpersonal

relationships judiciously and empathetically.

“The rare ability to be angry with the right person,

to the right degree, at the right time, for the right

purpose and in the right way..” …(Aristotle)



The E.I. Competence

Framework

Self Awareness

Self Regulation

Self Motivation

Social Awareness

Social Skills



Pause for Thought

"Our deepest fear is not that we

are inadequate. Our deepest fear

is that we are powerful beyond

measure. It is our light, not our

darkness, that most frightens us.

We ask ourselves, who am I to

be brilliant, gorgeous, talented

and fabulous? Actually, who are

you not to be? Your playing small

doesn't serve the world."

Marianne Williamson




Welcome Back!




Dealing with Conflict




Deal with Conflict

It is the managers job to deal with and try to resolveconflict. Major cause of de motivation and stress.

Accept that conflict is normal – it is how we deal withit that is important - too much causes stress.

Implications both physically and emotionallyDeal with it while it is still small and before it grows

and festers. Denial solves nothing – but deal with your own

emotions first Never personal -Separate the problem from the

personTry to achieve a win win solution


learning and development Conflict strategies

Learnt as a child

If it worked then it will work now –default behaviour

Strategies were learnt then and so you can learn

new ones now

Assertiveness is making a conscious decision

about choosing how you will respond to a conflict

situation rather than just reacting instinctively.


learning and development Conflict

It happens- Could you be the cause?

Clarify expectations

Are performance expectations defined

and understood?

Do you have ground rules for

behaviour?

Have you talked about de personalising

conflict?



Conflict – things to consider

Facts - establish what happened – listen to their story,What were the consequences -how did they feel?Try to get them to think logically Think through, how will each react? -then plan and

rehearse, What are your objectives? - What is the ideal outcome?

What is the least you will accept?Acknowledge their feelings –they can’t be challenged

I am sorry you feel that way

What does a satisfactory outcome look like for all the

parties involved – including you?

Agree an action plan for all concerned.



High Importance

Low Importance GOALS High Importance

RE

LA

TIO

NS

HIP

S

Teddy – Accommodate/Giving In Owl – Collaboration/Consensus/

Co-operation

Turtle – Avoidance/Ignore Shark – Confrontation/Win-lose

Fox – Compromise/

Split the Difference

Conflict Resolution Styles




5 approaches to resolving conflict

Turtle – Denial or withdrawal

Teddy Bear – Suppression or

smoothing over

Shark - Domination

Fox - Compromise

Owl –Collaboration

When are they appropriate?



Identify the problem

Map the Conflict to Uncover Needs

Develop and Evaluate

Solutions/Options

Resolution and

Agreement

START

FINISH

Create Rapport in Order to

Identify Interests

Conflict Resolution Process



Pause for Thought

“Spoon-feeding in the long run

teaches us nothing but the

shape of the spoon..”

E.M. Forster







Explore different management and communication

approaches and the importance of flexibility, so you

can get the best out of your staff.

Make the most of appraisals – clarify key steps to

implement before, during and after.

Support your staff well – recognise the importance

of performance management, identify ways to

tackle poor performance, and identify options for

training and developing staff.


Learning Outcomes

15/08/2018






Examine your role in motivating/demotivating staff

and identify considerations for dealing with conflict

management.

List the benefits of giving feedback, identify how to

plan for giving feedback and appreciate the reasons

for people being resistant to giving/receiving

feedback.

Make the best use of your time by recognising the

need for delegation and how to delegate effectively.

Reflect on your strengths and weaknesses as a

manager and identify your next steps.


Learning Outcomes

15/08/2018



Pause for Thought

“Vision without Action is just

dreaming.

Action without Vision just passes

the time.

Vision – plus Action – can change

the world”

Joel Barker




Please remember to hand in your completed Evaluation Form.

If you’d like to receive the slides from today, please clearly write

your email address on the form provided.

Mike Phillips

Trainer, Facilitator, Consultant and Coach

(Assoc. CIPD, Cert. in Training Practice)

30 Vicarage Road

London

E15 4HD

07949 826881

For details about other course titles

available:

[email protected]

www.mikephillipstraining.co.uk

Follow Mike Phillips Training on:

http://mikephillipstraining.blogspot.co.uk/

www.facebook.com/MikePhillipsTraining

www.linkedin.com/in/mikephillipstraining

www.twitter.com/MikePTrain

Thanks for your Participation!


Documents

Support and Supervision II