Follow Up from Supervisory 1 Class February 13-15, 2013
Qualities of Favorite Supervisors:
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Not only hires staff with different
skill set - but asks staff what they
need so they can go beyond
Up front - being transparent
Direct reasonable
Excellent listening
Very supportive
they are there to help you
Treated everyone the same
Guided me - made me stretch
Consistent with her team
Calm under pressure
Engaging you in the vision that
excites you on what the team is
trying to accomplish
Coached me and made me think
about how to solve problems
Decisiveness and flexibility in
decision making process
(directive or participatory)
Open door policy (most of the
day)
Approachability/Listen to your
opinion (even when there is
disagreement)
Not a micro manager - "low
touch"
Develop employees so can
promote (Focus on the 80% of
workers)
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Humble
Give you direction
without micro managing
or being "too bossy"
Takes blame for the team
but gives credit to those
who deserve it
Open and collaborative someone you can speak
with
Takes an interest in you transparent
A mentor/role model
Trusts the knowledge,
skills, and abilities of your
staff
"Boundless"
Never afraid to not know
the answer - and gets
back to you with the
answer
Recognized potential and
empowered employees
to rise to potential
Excellent coach or
cheerleader
Calm and level-headed
Knowledgeable about the
area they work in
Approachable
Focused on what I did professional (as opposed
to personal)
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Everyone is an individual - treats
everyone with respect
Use their resources to solve the
problem
Listened to everyone's ideas and
took action
Always thinking outside the box
and encourages others
Gives responsibility - not
micromanagement
very Fair
Promotes positive change
Puts himself in our position
Holds people accountable
Made me feel comfortable - did
one-on-ones
Led by example
Accountable for themselves
Relatable
Demonstrates leadership
Genuine - personable style learn about their skills
Empower their staff - allows
people to use their styles
Approachable
Quotes:
Leadership and learning are indispensable to each other.
-John F. Kenney
Make everything as simple as possible but not simpler.
-Albert Einstein
Everything rises and falls on Leadership.
-John C. Maxwell
We all can be leaders because we all can influence others and add value to
their lives.
-John C. Maxwell
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
1
Follow Up from Supervisory 1 Class February 13-15, 2013
Tips for New Supervisors (Page 11 in Manual)
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Plan and prioritize team tasks - Explain why you made the decision; understand the strengths
of your team members; delegate accordingly
Delegate to help manage your workload to make sure team members have the guidance they
need. Everyone has equal opportunity in development of their own performance; Pair those
with more experience with those who have less experience; Equal delegation; offer assistance
Follow up on delegated tasks to make sure team members have the guidance they need Check up periodically on tasks to make sure quality of work meets standards; listen to their input
(what's going well/not going well); make sure assigning right tasks
Learn to identify and prevent recurring problems. Avoid shortcuts; Share guidelines at
beginning; refer to written protocols; don't assume everyone knows everything; (paraphrase or
have the person repeat back to ensure he/she has understood)
You don't need to have all the answers -Trust your team - get input from them
Be accessible to your team. Be personable; walk through your office - ask them about their
family, etc; be out and about; utilize "texting" for those in the younger generation to stay
connected
Learn to take advantage of "coachable moments" - Coach positive and negative; show correct
way of taking blame; pair the younger and older (well-seasoned) workers
Resist temptation to step in and take charge - if you do, you will be depriving your team of
valuable learning opportunities. Set clear expectations; make sure everyone knows what is
expected; set authority level; empower people to feel confident - do one-on-one's
Communicate decisions from management and help your team to understand the reason
behind decisions that directly affect them and how they work. Listen to the team's concerns
and input. -Avoid the term "their" or "them" - avoid saying "their decision" - try to own what
they are doing
Communicate ideas from your team upward to management. Persuasively communicate your
team's point of view. Be your team's cheer leader; be confident and "sell" ideas to
management
Encourage teamwork. Help your team members to identify conflict and take steps to resolve it.
Don't avoid bad behavior; build relationship; addressing issues immediately; team
communication and one-on-one's
Model the behavior you want. Lead by example; be professional. Have open communication.
both ways; dress professionally
Set clear expectations; discipline effectively. Be sensitive to team member's individual
situation and be sympathetic but fair. Understand big picture; communicate to each person
how his or her job fits in with the unit; treat everyone the same; be consistent
Give recognition and praise for work well done. Recognize every improvement n matter how
small. Tie praise back to performance measures of team; be mindful of different generations;
talk to individual first ' how do they want to be recognized? ' So as not to "over do" the praise and praise needs to be relevant
Have team members share their skills with others. Assign mentors within team; share best
practices for entire team
Develop your team to be self-supervising. Make sure each person knows the 7 things every
employee needs to know to be successful - should be a "pre requisite" - foster mutual assistance;
help people develop their own natural leadership; mad make sure they remain within boundaries
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
2
Follow Up from Supervisory 1 Class February 13-15, 2013
Supervising Peers
 Have a talk with that individual and with entire team
 Take active actions to demonstrate no favoritisms
 Establish authority
 Establish boundaries - limit or end daily lunches with one employee outside friendship
 People's perception is their reality - set a good example
 Start with lead role - before becoming a supervisor
Supervising those Younger than you
 One-on-one's
 Authority level/ clear expectations
 Helps squash feelings of competition if the older more seasoned workers become mentors of the
younger less seasoned employees
Managing Older People:
o Trust they know their job - and use them in roles that build them as leaders
o Making them feel values and respected - avoid burn-out
o Help them find ways to continue to grow
Behavioral Based Interviewing
1. Analyze job skills
1A Create behavioral-based questions
2. Rapport building questions
3. Share agenda; take notes
4. Ask open-ended questions to gain specific job-related behavioral examples
5. Allow for silence; probe for specifics
6. Seek contrary evidence
7. Maintain control
8. Evaluate
Insights from Day 1
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7 Things every employee should know
Self-evaluation - as a leader
Buffer zone concept
Lead by example
Different scenarios- all for different styles
Two books: Good to Great by Jim Collins and Great by Choice by Jim Collins
Peer group - section managers
Scope of EAP
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
3
Follow Up from Supervisory 1 Class February 13-15, 2013
Insights from Day 2
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Communication styles assessment
Listening blocks for specific people
Hiring people; role of HR person - and doing background checks
Listening lapses
Direct styles - majority seem to be leaders
Direct styles have a sense of humor!
Reviewing communication styles situations - reading them asking yourself- how can I be
proactive?
4-step Expressing model - assess yourself being the first step (Sometimes type what you
are going to say and wait)
Toastmasters - www.ToastmastersInternational.org
How to Create Performance-Based Culture
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Link people's jobs to agency's mission
Keep people informed on their development
Link people's competent ices wit their work
Showing recognition
Organization support "What can I do to help you?"
Poor performance is dealt with
Training
People are clear on expectations
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
4
Follow Up from Supervisory 1 Class February 13-15, 2013
Recognition Ideas
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Recognition Ideas (from other classes)
Bulletin board - sticky notes with pens- write something special - "Kudos's Boards"
Share what's good and what's bad at a meeting (something personal)
Special mention - newsletter - staff meeting
Raffle - monthly meeting
Frozen yogurt
Share 1 appreciation with everyone around the table
Share ice-breaker questions - name 1 thing about someone
After work team adventure
Ask the manager what he/she is willing to do to support recognition
Fun Fridays (dress/food)
Monthly Barbecue
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Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
Conference
attendances
Newsletter/Intranet
article/showcase
Boss Dunk Tank
Verbal
Acknowledgement
(thank you; good job)
Lunch (Networking
Opportunities,
Coffee/Beer?)
"Employee of the
Month" -(End of the
year award,
trophy/token,
certificate)
Parking Space
Step Increases
Pay Bonus
Year Performance
award (Directors, team,
all staff, years of service
pins)
Recognize
Anniversaries
Kudos Board
Contests (Bake-offs
/Soup)
It's Ok to be silly!
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Points/dollars to get
prize
Awards ceremony
Survey staff for ways
to recognize
Hand written notes/
letters
Certificates
Challenge coin
Employee
recognition board pubic
Management potluck
to employees
Referrals
Flash Mob
Private office for the
day
Shining star (agency
wide email to
recognize, birthdays
once a month,
emplo9yee of the
month, special
parking spot)
Recognition meeting
to celebrate
accomplishments
(with food!)
Making it meaningful
& personal
GO early on Fridays
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Recognition list
(Lunchroom/intranet
)
Promotion
Training
opportunities
Additional
responsibilities
Lead Roles
Food Rewards (Cake,
donut)
Yearly performance
award (Directors,
team, all staff, years
of service pin)
Morale (Lunch with
director, fitness
fundraisers, cook-off,
themed get-together,
news letter with
kudos)
Email to team/boss
about
accomplishments
Verbally in team
meeting
Foster peer
recognition
Recognize different
needs for
appreciation
5
Follow Up from Supervisory 1 Class February 13-15, 2013
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Top leaders - challenged the team - take them out to a restaurant
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
6
Follow Up from Supervisory 1 Class February 13-15, 2013
Communication Styles
Direct
Slogan: CHAMPIONS
1. Strengths: Factually based; efficient; concise; job done
2. Weaknesses: "Arrogant"; don't listen; bossy; too brief
3. How to Manage: Direct to the third power; hands off
4. How to be more effective: Patience; better listener
5. Something others don't know: We do care
6. Most challenging Style: a) Organized (allow the "BS"); b) Sincere (slow,
"feelings"; consider emotions
7. Loyal, trustworthy, high-producers; self-reliant; motivated; works in dangerous
situations
8. Direct - straight to the point
Talking Style - "THE TANGENTS" - Something to say and always saying
something
1. Strengths: Outgoing, extroverted, encourages discussion, direct, creates positive
working environment; change agents (embrace and helps others thorough change).
2. Weaknesses: Jump to decisions to quickly, make assumptions, oversell or too
much information; not all people are receptive; sometimes loses sincerity
3. How to manage this style -Request summary or talking points beforehand, ask for
input from others
4. How to be more effective -Find ways to engage people, watch for body language,
watch your own triggers, be aware of your style
5. What should others know? "I have these conversations with myself..."; "I may
operate this way professionally but most likely not personally"
6. Sincere & Organized (Identify styles in other people - adjust expectations)
7. Participation; camaraderie
8. Summarizing & articulating thoughts, expectations; flexibility, give us the "why"
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
7
Follow Up from Supervisory 1 Class February 13-15, 2013
Sincere - YOU'LL BE SORRY
1. Strengths - Relationship building, inclusive, build trust
2. Weaknesses - Ability to communicate with aggressive style, over accommodating;
not sharing information that you know reserved, hold back
3. Best way to manage this style - Direct/clear guidance, open transparent others
sincere too; no private agendas, like independence
4. How can we be more effective? Stating our style/needs, value relationships,
adapt to other style - faster
5. Something for others to know: Want to give our input - our input will make a
difference- will create decoys to make time to think and process
6. Most challenging style is Direct, jump in quicker, bolder
7. Time to consider process, willingness to listen, asked not told
8. Open, not confrontational/appreciation/active listening
Organized Style - GOT LOGIC
1.
Strengths: Logical and thoughtful, cautious, detail-oriented, want facts!
2. Weaknesses - Too detail-oriented, time consuming
3. How to best manage: Direct style
4. How to be more effective: Let go!
5. Something others don' know: Style isn't always evident in other aspects - - AKA our desks! (Not mine...)
6. Most challenging style - talking & sincere; how to adapt; be patient
7. What we need to be more effective: Organized, be informed
8. Best ways for others to communicate: Interact in an organized way; bullet points
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
8
Follow Up from Supervisory 1 Class February 13-15, 2013
Parking Lot
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Dealing with negative emotion (other supervisor/snowball affects)
Dealing with own emotions
Dealing with overly sensitive
Stress and defensiveness
Leadership Resources
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POD CAST - Manager Tools - Michael Auzenne and Mark Horstman (Highly
Recommended)
Leadership and Self-Deception
Crucial Confrontations: Tools for resolving broken promises, violated
expectations, and bad behavior, by Kerry Patterson, Joseph Grenny, Ron
McMillan, Al Switzler
Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron
McMillan, Al Switzler
Co-Active Coaching, Laura Whitworth, Karen Kimsey-House, Henry KimseyHouse, Phillip Sandahl
Good to Great, Jim Collins
Great by Choice, Why some Companies Make the Leap and some Done, Jim
Collins
5 Dysfunctions of team - Patrick Lencioni (Field Guide recommended)
Note: More than a Gut Feeling III - by Coastal Video
Other Leadership Resources
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DRIVE - The Surprising Truth about what Motivates Us - Daniel Pink
The New Supervisor's Survival Manual - William A Salmon
Strenthsfinder 2.0 - Tom Rath
First break all the rules, Marcus Buckingham
Carrots and sticks don't work - Build a Culture of Employee Engagement with the
Principles of Respect, Paul L. Marciano
What makes great leaders Great, Frank Arnold
Peer today - Boss tomorrow - Navigating your Changing Role, Laura Bernstein
www.walkthetalk.com - great website
Leadership without easy answers by Ron Heifiz
7 Habits of highly Effective People - Dr. Stephen Covey
It's Ok to break the boss - Bruce Tulgan
One Minute Manager - Ken Blanchard
Strengths Based Leadership - Tom Rath
Who Moved my Cheese? - Spencer Johnson
FISH - Stephen Lundin, Ken Blanchard
Toastmasters - www.Toastmasters.org (Public
speaking/Communication/Leadership)
Good Manager's Guide 1995: 77 Practical Checklists for Day-to-Day Management, Trevor
Boutall
Pink Bat, Michael McMillan (2009)
21 Irrefutable Laws of Leadership, John C. Maxwell
Walk a Mile in my Shoes, by Eric Harvey and Steve Ventura
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
9
Follow Up from Supervisory 1 Class February 13-15, 2013
Other Leadership Resources (Continued)
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Confrontations: Tools for resolving broken promises, violated expectations, and
bad behavior, by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
Learning to Lead: A Workbook on Becoming a Leader, Warren Bennis
Love is the Killer App, Tim Sanders
Switch: How to Change Things When Change Is Hard, Chip Heath,
Jan Dwyer Bang
DES Supervisory 1 Class Sept 19-21, 2012
Jan@JanDwyerBang.com
3/2/2016
10