Www.iSpeak.com Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day,...

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Proprietary and Confidential

Supervisory Skills

iSpeak Foundation SeriesMonth day, 2012Instructor Name

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Agenda

• Introductions – What do you want to learn?

• Itinerary

• Ground Rules

–Phones on Silent

–Ask Questions

–Participate & Respect others

–Respect our schedule

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Satori

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Supervisory SkillsUnit One: The Foundation of Management

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Foundation of Management

• The boss is the one person who can create conditions that will determine caliber of work, and ultimately success for the company. – Superior leaders achieve a lower rate of ___________

among their employees, better ____________, and higher _________________ than do their lower-rated peers.

– Roughly _________of how employees perceive their organizations climate can be traced to the actions of one person – the boss.

turnovermorale

net profits

60%

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What Do You Want in a Supervisor?

• Honesty - 83%

• Competence - 67%

• Visionary - 62%

• Inspiring - 58%

• Intelligent - 43%

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Leadership Defined

"Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.“ - Stephen Covey

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iSpeak Management Model

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Supervisor Approaches

Instructing

High Instruction

Low Encouragement

Provide specific instructions and closely monitor

Selling

High Instruction

High Encouragement

Explain your decisions and provide opportunity for

clarification

Assigning

Low Instruction

Low Encouragement

Turn over responsibilities for both implementation and

decision making

Encouraging

Low Instruction

High Encouragement

Share ideas, guide the process, and facilitate in decision

making

R1R2

R4 R3

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Exercise: Leadership Self-Assessment

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Degrees of Delegation

• Investigate and report back

• Investigate and recommend action

• Investigate and advise on action planned

• Investigate and take action; then advise you

• Investigate and take action

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Exercise: Guidance & Encouragement

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Satori

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Supervisory SkillsUnit Two: Communication

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Exercise: Communication Barriers

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Communication Retention

• Visual - Employees learn by seeing.

• Auditory - Employees learn by listening.

• Kinesthetic - Employees learn by doing.

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Exercise: Listening

A

BC

D E

F

G

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Communication Elements

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Types of Listening

• Passive – Not listening at all

• Selective – In and out of the conversation

• Active – Actively participating

• Average speaker: __________

• Average listener: __________

125

500

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Exercise: Focused Attention

Facilitator9 – 21 – 7 – 58 – 2 – 4 – 15 – 6 – 9 – 2 – 87 – 9 – 1 – 3 – 6 – 26 – 2 – 5 – 8 – 9 – 1 – 73 – 9 – 2 – 7 – 4 – 5 – 8 – 1

Answers2 – 95 – 7 – 11 – 4 – 2 – 88 – 2 – 9 – 6 – 52 – 6 – 3 – 1 – 9 – 77 – 1 – 9 – 8 – 5 – 2 – 61 – 8 – 5 – 4 – 7 – 2 – 9 – 3

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Developing Active Listening Skills

“Are you truly listening or just waiting for your turn to talk?” - Robert Montgomery

• Focused attention• Take notes• Paraphrase & summarize• Verbal prompts• Ask questions

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Exercise: Applying Leadership Styles

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Satori

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Supervisory SkillsUnit Three: Coaching Employees

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The Coaching Process

Acknowledge Feelings

Encourage

Acknowledge Ideas

Question

Inform

Direct

Criticize

Listening

Feedback

Transition

Time

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Providing Feedback

• Missed Opportunities

• Providing Positive Feedback– Be timely and make it specific

• Providing Constructive Feedback– State the constructive purpose of the feedback

• Criteria for Effective Feedback

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Question Types

• Open Ended Questions“What do you think of the new policy?”

• Closed-Ended Questions“Do you like the new expense reimbursement process?”

• Alternative Choice Questions“Would you prefer getting paid once per month or over two weeks?”

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Coaching Feedback Questions

• Questions to ask during feedback:– “What do you think?”– “What is one area you are going to focus on?”– “How are you going to approach that?”– “What specifically will you have done and when?”

• Feedback should be centered in two areas:– Instruction

– Encouragement

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Exercise: Coaching Situations

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SMART Goals

• Specific

• Measurable

• Attainable

• Relevant

• Timely

• What exactly will you do?

• How will we measure it?

• Is it achievable?

• Are results tied to vision?

• When will it be completed?

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Setting Personal & Team Goals

Areas of Accountability

Timely provisioning of circuits

Effective communication with the customer during the

install project

Customer satisfaction with provisioning

Performance Standard

Meet 100% of commitment dates

Weekly meetings with clients

90% satisfaction rating on customer feedback surveys

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Process for Recognition

1. Inform you will be the coach

2. Offer recognition immediately

3. Be specific

4. Let them know how you feel

5. Pause

6. Encourage continued behavior

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Implementing Recognition

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Delivering Discipline

• To be effective if must contain three elements:– Be specific about the incorrect behavior

– Tell them how you feel

– Remind them they are valuable

• Always focus on the behavior, not the person!

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Delivering Discipline

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Coaching Practice

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Satori

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Supervisory SkillsUnit Four: Team Development

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Exercise: Why do teams fail?

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How Do Teams Succeed?

• Commitment

• Trust

• Purpose

• Communication

• Involvement

• Process

• Leadership

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Conflict Response Strategies

SmoothingDisagreements are smoothed over or ignored so that surface

harmony is maintained in a state of peaceful coexistence.

CollaboratingValid problem solving takes place with varying points of view objectively evaluated against facts; emotions,

reservations, and doubts are examined and worked through.

AvoidingNeutrality is maintained at all

costs. Withdrawal behind walls of insulation relieves the necessity of dealing with

situations that would arouse conflict.

CompetingConflict is suppressed through authority-obedience approach. Win-lose power struggles are

fought out, decided by the highest common boss or

through third party arbitration.

CompromisingBargaining and middle ground positions are accepted so that no one wins - nor does anyone

lose. Accommodation and adjustment lead to "workable"

rather than best solutions.

Concern for People

Co

nce

rn f

or

Tas

k

High

High

Low

Low

SmoothingDisagreements are smoothed over or ignored so that surface

harmony is maintained in a state of peaceful coexistence.

CollaboratingValid problem solving takes place with varying points of view objectively evaluated against facts; emotions,

reservations, and doubts are examined and worked through.

AvoidingNeutrality is maintained at all

costs. Withdrawal behind walls of insulation relieves the necessity of dealing with

situations that would arouse conflict.

CompetingConflict is suppressed through authority-obedience approach. Win-lose power struggles are

fought out, decided by the highest common boss or

through third party arbitration.

CompromisingBargaining and middle ground positions are accepted so that no one wins - nor does anyone

lose. Accommodation and adjustment lead to "workable"

rather than best solutions.

Concern for People

Co

nce

rn f

or

Tas

k

High

High

Low

Low

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Conflict Resolution Process

• Acknowledge conflict exists

• Find the cause or source of the conflict

• Hear all points of view

• Find common ground (goal?)

• Choose a creative solution all can agree with

• Follow up

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Creative Solutions

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Exercise: Resolving Conflict

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Motivating the Team

• Fear is the best motivator

• Money is the best motivator

• Everyone’s motivation is different

• I can motivate other people

• Personal motivations can change

False

False

True

False

True

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Motivational Truths

• Everyone’s Motivation can be different– Offer choices

• Individuals must be self-motivated– Celebrate successes with praise and recognition

• Individual motivators can change over time– review development plans with team members

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What Employees Want

1. Learning Opportunities2. Flexible Working Hours3. Personal Praise 4. Increased Authority5. Time with their Manager6. Time Off7. Public Praise8. Written Praise

1001 Ways to Reward Employees, Bob Nelson, 1994

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Supervisory SkillsImplement to Improve

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iSpeak Learning Methodology

“Knowing is not enough; we must apply. Willing is not enough; we must do.” - Johann Goethe

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Satori

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Kaizen

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Instructor [email protected]

512.###.####

Thank you!

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Continue Your Learning At iSpeak University!

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