Follow UP – Supervisory Essentials 1 – City of Renton
-Public Works (November 13, 2014)
How to Overcome Listening Blocks
Mind reading: Ask questions, body language, repeat back what they say to
confirm
Filtering: Ask questions, force yourself to not make assumptions
Filtering: Ask related clarifying questions to engage, repeat question, look
eye to eye contact (situational)
Day Dreaming: Turn off distractions (phone), ask clarifying questions,
paraphrase back to person/group
Dreaming: Eye contact/alert; leaning forward; react to their input
Mind reading: Ask questions, don’t assume anything, if mind reading
because mind is elsewhere, ask to postpone conversation to a later time)
Mind Reading: Listen/have the right attitude; don’t set up barriers; ask for
clarification
Advising and Daydreaming: Patience – fully listen before forming your
response, avoid multi-tasking while listening (thinking/daydreaming) – focus
on other person
Don’t assume what the other person will say – don’t finish their sentence
Advising Patient, don’t interrupt, fully listen, and ask questions
Judging: Be open minded, focus on problem not on the person, put yourself
in their position, try to relate
Leadership Resources
To sell is Human: The Surprising Truth about Moving Others
By Daniel Pink
Resources that you are curious about
(From Leadership Resources document – at www.jandwyerbang.com/renton)
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Start with Why by Simon Sinek
Win Forever – Pete Carroll
Generations at work
Stephen Covey books (7 Habits)
How to get a Hold of your time and your life
It’s Ok to be the boss
Recognition and different generations
Creative Training Techniques – Bob Pike
No Excuses book
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up November 13, 2014
2/12/2016
1
Follow UP – Supervisory Essentials 1 – City of Renton
-Public Works (November 13, 2014)
Coaching Conversation
Questions to Ask at the Beginning:
For this coaching conversation, what issue do you want to explore?
What do you need help with?
What have you tried so far?
Why do you think that didn’t work?
What is your desired outcome?
Questions to Ask in the Middle:
What have you tried so far?
How are you going…?
What’s the opportunity here…
Where do you want to end up…?
What options…
What tools, resources, are available to you?
What are possible options?
If you could do anything you wanted, what would you do?
What do you mean?
What resources are available to you?
What else?
Who else can you talk with?
What else?
What are the implications if this does not get solved?
If this does not get solved, what will happen?
Questions to Ask in the Closing:
What is one thing you will do?
When will you do it?
DEALING WITH POOR PERFORMANCE
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Address it quickly -Timely Manner
Be clear about the issue
Documentation
Dis the employee know what was expected?
Communicate to employee
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up November 13, 2014
2/12/2016
2
Follow UP – Supervisory Essentials 1 – City of Renton
-Public Works (November 13, 2014)
How to Create a Performance-Based Culture
(From the class)
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Workplace & performance standards identified and established as a
team
Understanding of role/relevancy and importance within mission/vision
of organization
Recognition/Rewards
Performance Appraisal
Feedback 2-way dialogue
360 degree feedback
Why your role is important to the organization
Communicate expectations clearly
Regular evals and check-in’s
Recognition programs
Team Norms
Safe Zone
Keep promises/follow through
Accountability
Integrity
Proactive vs. Reactive
Empowered
Positive Recognition
Building so everyone feels a part
How to Create a Performance-Based Culture
(Additional Ideas)
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Coaching and giving feedback
Importance of team and the value of being part of a major project
Set goals
Let standards be known
Setting clear expectations
Figure out exactly what you will measure
Recognition
Hold people accountable - poor performance will be dealt with
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up November 13, 2014
2/12/2016
3
Follow UP – Supervisory Essentials 1 – City of Renton
-Public Works (November 13, 2014)
ASSERTIVE COMMUNICATION
 Direct
 Honest
 Appropriate
 Win-Win
Aggressive: In your face, scary, combative – goal is to win
Passive: Indirect, unclear, minimizing self – goal is to avoid conflict
Passive-Aggressive: Aggressive feelings but passive ways of acting them
out
TIME MANAGEMENT MATRIX (Dr. Stephen Covey)
Urgent
Not Urgent
I – Crisis, emergencies
II – exercise, training,
prevention, re-creation
III – Some meetings, some
emails, busy work
IV – Waste, where we end up
when we are burned out,
endless TV watching, endless
video games, etc
Important
Not Important
Reactivity vs. Proactivity (Dr. Stephen Covey)
Reactive
Victim – not a lot of space between stimulus
and response
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up November 13, 2014
2/12/2016
Proactive
Operating in “choice”
Lots of space between stimulus and response
4
Follow UP – Supervisory Essentials 1 – City of Renton
-Public Works (November 13, 2014)
Giving Feedback – using the DEAL Method
D =Describe the behavior
E =Emphasize, express your feelings about it
A =Articulate the desired behavior
L = Leverage consequences (If you do this…etc.)
Delegation Tips
Make assignments without favoritism
Delegate according to personal interest
Experience in
Clear expectations and parameters around that they are comfortable with
Walk away
Give authority along with task
Know when something can and cannot be delegated
Have check-in points
Acknowledge when done and appreciate (recognize)
Ask for volunteers
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up November 13, 2014
2/12/2016
5