Support and Supervision 1with Chrissie Wright
• Name and Organisation
• Your context - No. people manage (remote / face-to-face), how long in management role
• Challenges and aims for today
Getting to Know You . . .
Today we will look at . . . • Fundamentals of staff supervision
• Supervision / 1:1s – purpose, what to cover, when to have them, where, how to record, questions to ask, changes to be made
• Boundaries and expectations
• Giving feedback
• Listening
• Poor performance in staff
RespectListen
Share and Get InvolvedSafe Environment
Possibilities not limitsConfidentialityTimekeepingMobiles Off
Session Foundations
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
Management Leadership
Management and Leadership
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Support Supervision
Support and Supervision
Relationship
‘Separate’ but overlapping management functions:
• Supervision – deals with the work itself
• Support – deals with the worker
Support and Supervision
• What is the purpose of 1:1s? • What should you cover?
• When/how often do you have them?• Where do you have them/what type of environment?• How are they recorded?
• Are they as useful as they could be? What would you change?
1:1s and Supervisions
• Review progress - monitor and evaluate work and performance • Set new objectives• Support to improve performance• Clarify priorities• Share information and ideas about work• Discuss how feel about work • Recognise and deal with problems• Discuss if any outside factors affecting work• 2-way feedback • Framework for discussing and agreeing change• Relationships• Training and Development• Wellbeing, TOIL, Annual Leave
1:1s – what are they for?
• What is the purpose of 1:1s? • What should you cover?
• When/how often do you have them?• Where do you have them/what type of environment?• How are they recorded?
• Are they as useful as they could be? What would you change?
1:1s and Supervisions
1. Do not turn your 1:1 into a disciplinary
2. Protect them with your life!If you HAVE to cancela) re-arrange immediatelyb) explain the reason for cancelling
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Vision and Mission
Departmental goals & objectives
Your
performance
objectives
Colleagues performance objectives
Individual Key Result Areas
YOU
Vision to Action
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Values to Action
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
When setting performance
objectives and goals make the
CASE:
Context
Action
Standards
Evaluate
Agreeing Job Objectives/KPIs
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Effective KPIs and Performance Goals
Beginning Middle EndUse 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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Setting SMARTER Performance Goals
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Make Performance Goals
SMARTER:
Specific
Measurable
Achievable
Relevant/Realistic
Time-bound
Exciting
Recorded
Embed Mission and Values in Action
Appraisals/Key Performance
Indicators/Goals
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Recruitment; Selection and
Induction
Agreeing Vision, Mission
and Values
Agreeing Team/Individual
Behaviours to underpin
values and create
motivation
Pairs Discussion
Creating a Supervision Agreement
With a partner discuss:
What are the questions
you could ask in order to
discover expectations
and form a supervision
agreement?
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Expectations and Boundaries
Preferences for
Feedback
Guidelines/‘Rules’
Confidentiality (and
exclusions)
Regularity
Avoiding distractions
Sample Supervision Agreement
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
S •Structured
U •Usual
P •Productive
E •Exchange
R •Recorded
Make your Supervision Sessions SUPER!
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Supervision
Skills
Active
Listening
Effective
Questioning
Feedback
Line-Management and Supervision Skills
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
E •Ears
E •Ego
E •Emotion
E •Environment
E •Evaluation
E •Expectation
E •Experience
E •Eyes
Eight E’s of Listening
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Sticky Issues
Barriers to Effective Listening
On a sticky note:
Write one barrier that
you think gets in the way
of active listening
Create as many sticky notes
as possible in the next 3
minutes
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Advising
Being right
Comparing
De-railing
Dreaming
Filtering
Hijacking
Judging
Mind reading
Placating
Rehearsing
Sparring
Barriers to listening
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Notice when you are not
listening
Reflect, summarise – be
cautious paraphrasing
Be quiet
To improve your listening…
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
‘Judge a man not by the answers he gives but the
questions he asks’Voltaire
Ask the right questions…
• Ask OPEN questions to encourage discussion…‘WHAT?’ ‘WHEN?’ ‘HOW?’ ‘WHO?’ ‘WHERE?’ ‘TELL ME ABOUT’
• Ask CLOSED questions if you want to clarify
• Avoid asking MULTIPLE questions
• Ask PROBING questions
• Avoid WHY questions (sometimes)
• Ask questions in informal language – this is a conversation not an interrogation
• Ask “Anything else?” and wait – there often is
• Avoid leading questions … “I’m sure you agree that ,,,
Use reflective questions to get your staff to think through things for themselves
Links are useful to move your member of staff onto another area without disregarding current area being discussed. ‘IF YOU ARE HAPPY WITH THAT AREA, I WOULD LIKE TO MOVE ON AND DISCUSS . . .’
Comparison questions are useful if you are getting conflicting messages from your member of staff. ‘AS I UNDERSTOOD IT, LAST TIME WE MET YOU SAID . . . NOW THE SITUATION IS . . . PLEASE EXPLAIN THE DIFFERENCE SO I AM CLEAR WITH WHAT HAS HAPPENED?’
Scale Questions e.g. ‘ON A SCALE OF 1-10, WITH 1 BEING NOT CONFIDENT AND 10 BEING VERY CONFIDENT, HOW CONFIDENT DO YOU FEEL IN THIS AREA?’
Ask the right questions…
Final question are useful to ensure your member of staff has covered everything they want to and if not it can be addressed in the current, or a future, meeting.‘IS THERE ANYTHING ELSE YOU WOULD LIKE TO DISCUSS THAT WE HAVEN’T COVERED TODAY?’
Be positive and constructive, do not be aggressive or negative.
Ask the right questions…
Don’t ask the wrong questions…Avoid using some types of questions
Be careful when using ‘WHY?’ It can come across as negative
Closed questions e.g yes/no responses don’t allow conversations to open up. They can however be useful to confirm details
Asking multiple questions as they can cause confusion
Avoid leading questions ‘I’M SURE YOU AGREE THAT . . . ‘
Setting Boundariesand Expectations – Why Bother?
CLARITYCONFIDENCEPERMISSIONPROTECTION
PREVENT
• Workflow e.g. individuals work in relation to others
• Overlap e.g. area where 1+ person has responsibility for something
• Multiple Bosses e.g. reporting into 1+ person for different reasons
• Line of Authority e.g. who is accountable to who• Decision Making e.g. who can make what
decisions• Professional e.g. confidentiality, relationships• Flexibility e.g hours/location of work• Resources e.g. what have you got available to you
Setting Boundaries
• What is expected from individual in their role?• What is expected of how the individual will work with
– you as their line manager?– a multiple boss situation?– team?
Setting Expectations
Setting and Reviewing Boundaries and Expectations• Someone starts • Something new or changes• Regular reviews• Something goes wrong
• 1:1 basis • Some team discussions
e.g. in relation to professional boundaries an exercise looking at various scenarios/case studies and discussing appropriate actione.g. agreeing how the team will work together
Do Consider
Communicate?
10 feedback tips…
1. Be timely. Give your feedback as soon as possible. Give in an appropriate setting. Give positive feedback when it is deserved, not just when superiors are about.2. Be specific. Describe specific behaviours and actions. Give people the facts and examples. Do not use broad brush statements.3. Explain importance. People need to understand the context and impact of their actions and why receiving and acting on the feedback is important.4. Describe behaviour. Focus on what someone does, not their personality. Behaviour is easier to change than personality.5. Be future looking. Focus on what can be done and agree next steps.
6. Be constructive. Why are you giving the feedback? Don’t be destructive or give it to make yourself feel better. Make sure it is helpful to the receiver.7. Own your own feedback. Speak for yourself, not for others.8. Be aware of your body language and language. Are they congruent? Is the language you are using attacking or neutral?9. Support and Follow Up. Discuss any necessary support and review sessions10. Exchange. Ensure the person can respond and there is dialogue. Where possible encourage the person to review and reflect on their own performance
10 feedback tips…
• 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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Setting behavioural objectives
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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.
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
What are Performance Appraisals?
Think about what you
already know about
appraisals and
summarise what you
believe to be the key
purpose of completing
them?
Pairs Discussion
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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...
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Appraisal: The BenefitsThe 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.
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Group Discussion
Performance Appraisals
What do you need to do:
BEFORE
DURING
AFTER
performance reviews to make
them effective?
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
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
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Clarity about the job to be
done
Goal Setting
Reviewing Performance
Preparing for the Appraisal
Meeting
Conducting the Appraisal Interview
Performance Appraisal:A Process
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Tannenbaum & Schmidt Leadership Continuum
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Tell Sell Consult Share Delegate
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Style Use Con’s Pro’s
TELL DismissalPolicy briefing
ReactionsStifle creativity
Useful when only one way to do job
SELLChoice of methodologyWhen fait accompli needs buy in
Lack of commitmentIgnores potential expertise
Useful if no experience or expertise
CONSULTTo seek views/infoTo choose between options
Sometimes seen as lip serviceLots of ideas not taken up
Shows willingness to listen and open to views being heard
SHARE
To maximise on resourceTo grow or develop staffWhen no one already knows
Time consumingNeeds mutual trust in team
Builds trustCan influence creativity
DELEGATEDevelops staffBest use of time/resource
Seen as a cop outOpen to errorStaff may lack confidence
Stretches and motivatesHelps managers time mgt
Review and Discuss:
Welcome Pack Reflections
Welcome Pack Reflections
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
Delegation and Me
What are my Strengths?
What areas could I
develop?
Thought Shower
Poor Performance
What are the causes of/
reasons for poor
performance?
© 2017 Mike Phillips Trainer, Facilitator, Consultant and Coach
• Make sure you aren’t part of the problem! Are you doing what you should be doing?
• Be Aware: Poor Performance can creep up slowly, be carried over from previous poor management or can appear to be out of the blue. Make sure you monitor your staff.
• Prevent: Make sure you have good management structures in place to avoid poor performance from happening or getting out of control e.g.– have regular support sessions– ensure clarity around job description, objectives and any changes– give feedback– reward and recognise good performance
• Focus on The Facts: Don’t let your personal feelings get in the way. Be clear on what the problem is.
• Don’t Focus Solely on Poor Performer: Remember you may have other people in your team. They also need to continue to be supported and not get left along the way.
• Consider your options– Fit for purpose v. High standards– Consistently performing poorly and will need to take disciplinary action.
Ensure you are aware of ALL policies and procedures and take expert advice.
• Plan for the conversation: Make sure you know the facts. Explain the impact of the individual’s actions (or lack of action). Remember to then focus on the future – what needs to be done differently?
Ask 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?
Ask OPEN questions to encourage discussion…‘WHAT?’ ‘WHEN?’ ‘HOW?’ ‘WHO?’‘WHERE?’ ‘TELL ME ABOUT’
Ask CLOSED questions if you want to clarify
Avoid asking MULTIPLE questions
Ask PROBING questions
4 Steps to Progressive Discipline
• Verbal Counselling. The first step in a progressive discipline process is to merely have a conversation with the employee. ...
• Written Warning. The second step should be another conversation that is documented in a written format. ...
• Employee Suspension and Improvement Plan. ...
• Termination.
1 thing I have learnt …1 key thing I will do …
Any questions?
ResourcesBooks• Just About Managing? by Sandy Adirondack• The Pleasure and the Pain by Debra Allcock Tyler• Speed Read: Delegation• Speed Read: Motivating Staff• Speed Read: Time ManagementThese are available at DSC www.dsc.org.uk/publications
In-House Training If you have 4+ colleagues who would benefit from this or other training we can deliver cost-effective, tailored training specifically for your organisation. Do feel free to give me a call to talk through your needs. Contact details are on the next slide.
Chrissie WrightTraining Consultant and Performance Coach
www.dsc.org.uk
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