Management And Supervision

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1 Become a Powerful Manager of People © Carolyn J. Curran 2008 A WORKSHOP FOR NONPROFIT LEADERS

description

A workshop presentation guide to improve management

Transcript of Management And Supervision

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Become a Powerful Manager of People

© Carolyn J. Curran 2008

A WORKSHOP FOR NONPROFIT LEADERS

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Objectives

Love their work & work hard Teach, facilitate and coach Inspire people to perform well Are responsible Are accountable to organizational goals Collaborate with their bosses and peers Delegate successfully

Team leaders who:

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being bossy – it’s not friendly! being corporate – too stiff and phony micro managing – too time consuming structure – it isn’t “democratic” being direct – it isn’t “nice”

In the nonprofit world, we hate and avoid

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Here are the creative alternatives!!!

We say: I have to do everything myself!

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My “5 C” method

1. Create a sense of community

2. Delegate with success

3. Change unhelpful staff behavior

4. Draw the line without being a tyrant

5. Strengthen teamwork and initiative

provides tools

for middle managers to

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HOW?

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Learn the 5 C’s For MIDDLE MANAGEMENT SUCCESS

Connect

Conceive

Check

Choose

ReCycle

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THE 5 C’S HAVE MANY USES: Leadership skills

Best management practices

Effective work attitudes

Support for personal improvement

Successful teamwork

Ongoing evaluation

Supervision meeting agenda

Performance appraisals

Positive change

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HERE ARE 5 EXERCISES

FOR YOU TO LEARN

THE BASICS

OF 5 C MANAGEMENT

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Let’s

GET ON THE SAME WAVE LENGTH

1Connect

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Work in partners to role-play. Both are middle managers. Count off, A, B, A, B etc. A will interview B for 4 minutes, then switch.

“Process” for 2 minutes at the end. These are your interview questions:

Reflecting back on your entire time as a manager, tell me about ONE memorable experience – a high point when you felt really effective, energized and proud – tell me a story.

What made your experience a success? What was it about you that made it great?

CONNECTING EXERCISE

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RULES for connecting

While your partner is talking, make eye contact and pay attention

Show silent acceptance of your partner

Do not comment on your partner’s turn, not during, not after

The goal is to show “unconditional regard”with tone of voice, body language, etc

This story already took place – it is not about the future

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Our objective is to improve the future!

Why connect with stories from the past?

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People have more confidence and comfort in their journey to the future (the unknown) when they carry forward parts of the past (the known)

When we carry parts of the past forward, they should be what is best about the pastSue Annis Hammond, The Thin Book of Appreciative Inquiry

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Peoples’ stories about their positive experiences are a very powerful management tool.

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Connecting helps overcome these difficulties.

Behavior change usually begins with:

Denial

Resistance

Avoidance of struggle

Anticipation of difficulty

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Commitment comes from involvementConnecting to your staff creates a sense of involvement

Your staff will become more committed

As your involvement with them increasesDr. William Glasser, Reality Therapy, Choice Theory

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GROUP DE-BRIEFING

What comments did you and your partner share?

Could you see yourself doing this “Connecting” with your staff?

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WHAT ARE YOUR MANAGEMENT ISSUES RIGHT NOW?

2 Check

LET’S LOOK AT THEM IN DEPTH

Deeper issues

Obvious issues

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Same set-up. These are your interview questions:

CHECKING EXERCISE

Please tell me about a specific issue that has happenedrecently in your management of one of your staff,something you view as a problem or as needingimprovementMake two lists: what’s working, and what’s notMake the “what’s working” list from 2 to 5 times longerthan the “what’s not”On “what’s working,” identify areas of success, what youare proud of, good qualities or moves by you and theother Accumulate the largest quantity of facts about thesituation, with emphasis on the positive – you will find thesolutions by building on what is working

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RULES for Checking

Stick to the present

Stick to the behavior that is presented (i.e. do not speculate about attitudes etc)

Try not to solve the problem (this can be a challenge)

Explore, explore, explore, dig, dig, dig

In real life, you will spend much longer on this segment

The longer you take to describe it, the easier it will be to solve

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The answer to any question

is inherent in the situation.

So, asking the right questions …

Gets you closer to the right answers.

Challenge yourself to see it all.

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GROUP DE-BRIEFING

What comments did you and your partner share?

Could you see yourself doing this “Checking” with your staff?

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3ChooseLet’s decide -

IS THIS WHAT YOU WANT?

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Same set-up. These are your interview questions:

CHOOSING EXERCISE

If a genie offered to grant you three wishes that would improve your management issue, what would they be?

Imagine a brand new start that is full of vitality and effectiveness.

Then, ask: do you want things to continue as they have been, or do you want things to change?

What are the consequences of keeping things the way they are? What are the consequences of changing?

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RULES for Choosing

Brainstorm creatively without worrying how it would actually work.

You don’t need a solution at this point, just the decision to change things. Or not!

Is there a kernel of truth in your dreams and wishes?

Be willing to wait on planning solutions until you have figured out whether or not you really want to change things

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CHOOSING is making a VALUE JUDGMENT

consider carefully

avoid whim and impetuousness

search for consonance with one's deeper convictions

To make a value judgment is to:

Wikepedia

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Examples:

prizing and cherishing certain behaviors

publicly affirming accomplishment

choosing from alternatives

choosing from among various consequences

choosing freely

making decisions of all kinds

acting on one’s beliefs

Valuing is at the heartof management.

Values Clarification, Sidney Simon et al

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GROUP DE-BRIEFING

What comments did you and your partner share?

Could you see yourself doing this “Choosing” with your staff?

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4 ConceiveLet’s

CONCEIVE A PLAN

Y o u r p l a t f o r m f o r c h a n g e.

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CONCEIVING EXERCISESame set-up as beforeThese are your interview questions:

Let’s brainstorm some ideas for one small, incremental step that you could take within the next week to improve your management issue?

At first, go for speed and quantity, not quality and deliberation

After a minute, choose one of the ideas to develop

Make a specific plan with a timetable, concrete deliverables, and an agreement to check with one another at the end of the week

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RULES for Conceiving Brainstorming can be done by both

However, the details of the plan will be done mostly by the person who has to carry out the plan

The plan must be small, do-able and measurable, with a deadline

Ideally, the workshop partner will offer support during the implementation of the plan

Other supports may be designed into it

Note the natural consequences of doing or not doing the plan.

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The process of planning is even more important than the plan itself.

Winston Churchill

What do we mean by this?

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GROUP DE-BRIEFING What comments did you and

your partner share?

Could you see yourself doing this “Planning” with your staff?

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5 reCycleLet’s

GUARANTEE RESULTS

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RECYCLE EXERCISE Same set-up as before Pretend it is a week later If it was really a week later, you would start with a

Connecting activity Since you are pretending, start with Checking These are your interview questions:

How did it go? Did you accomplish what you planned?

If yes or no, describe how it went in detail

Use the experience, yes or no, as a steppingstone and learning tool to take the next step

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RULES for Re-Cycling

No punishment*

Accept the natural consequences of achieving or not achieving the plan

Recycle the whole process

Recycle any plan that didn’t work if it’s still worth doing

Move on to a new plan

NO BLAME

*Dick Grote, Discipline Without Punishment

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CONSQUENCES & PUNISHMENT:

THEY ARE DIFFERENT!A person can take responsibility for the natural consequences of her/his decision or action.

Consequences are rational and objective

Consequences are intended to teach and to learn.

Consequences are intrinsic.

Punishment is imposed by others. It does not generate personal responsibility.

Punishment is emotional and irrational.

Punishment is intended to hurt, to get revenge.

Punishment is extrinsic.

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If I could change one thing about how organizations work, I would remove the blame!

Edie Seashore, one of the founders of organization development

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GROUP DE-BRIEFING

What comments did you and your partner share?

Could you see yourself doing this “ReCycling” with your staff?

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Remember to Connect – develop lots of tools for it

When Checking, suspend judgment and listen – allow lots of time to explore

When Choosing, talk about consequences Make your plans small, incremental and

successful – build on small successes

ReCycle regularly

YOUR REVIEW LIST

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What have you learned that you can apply right away?

ACTION PLAN

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