Follow Up from Supervisory 1 Class April 1-3, 2014
Qualities of Favorite Supervisors:
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Cared about his people and
valued employee
Gives employees tools and
trusts them
Stuck up for crews
Builds a good team
environment
Encouraged
Genuine person
Helped in promoting
Helped open doors and
opportunities
Had experience to help in
any situation
Someone who could talk to
you as a person
Remained calm – believed
everything would be OK
Treated as equal
Enjoyed job
Pushed me to get better
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Made sure I knew she
appreciated what I did
Competent and able to
make decisions
Projects got moved
forward, etc.
Easy to talk to
Honesty, integrity,
listening ears
Clear on what he
expected
Cares more about
employees than personal
agenda
Encouraging
Coached
Really mentored me –
allowed me to work
outside duties
Really believed in me
Life is a balance
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Held me accountable – out of
comfort zone
Given ability to learn new things
and do job
Supported me –even when
tailing and she helped me
recover
Understood difference between
motivation and inspiration –
inspired me – helped capitalize
on strengths (hard to motivate
anyone – that comes internally)
Inspired me to go back to school
and get a degree
Had conversations about career
goals and encouraged me to
reach beyond
Looked for all gold qualities in
everyone
Making you responsible and
learning more outside comfort
zone
Understanding, available, able
to communicate
ACTION STEPS and AH HA's for Day 1
SO WHAT or WHAT NEXT?
 Responsibilities of supervisors
 Tips for new supervisors
 Establishing team norms (several said this)
 Developing a paper assessment
 One on one meeting form/One on ones (Several said this)
 One on one hand out with agenda and sample questions to ask
 7 things a supervisor needs to know (2 said this)
 Taylor management styles to the current situation
 Make evaluation part of conversation
 Solicit feedback
 Listen more
 Performance standards
ACTION STEPS and AH HA's for Day 2
 Listening Blocks – How we all probably do each of them at one time
or another and their effect on effective communication
 The importance of different communication styles
 Use more behavioral-based questions in interviews
 Be a better listener
 Behavioral Based Interview Questions and listening blocks
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
1
Follow Up from Supervisory 1 Class April 1-3, 2014
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Listening blocks
How easy it is to take differences in communication styles personally
Learning to see what someone else’s communication style is
Behavior based interview questions and contrary evidence questions
Blocks of listening
Not listening
Interacting with different communication styles
Silence is OK
Behavioral Interview
Understanding the different communication styles and how I can
better work with them
Personality based interview questions
Different styles – how different and how similar
RESOURCES SHARED IN CLASS:
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www.manager-tools.com
1,001 Ways to Reward Employees by Bob Nelson
Other resources shared from other classes;
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www.govloop.com
It's Not about the Nail (youtube)
Match A Systematic, Sane Process for Hiring the Right Person Every Time by
Dan Erling
Strenthsfinder 2.0 by Tom Rath
Start with Why - Simon Sinek (Plus TED Video)
5 Dysfunctions of a team by Pat Lencioni
www.Manager-tools.com
One Minute Manager by Ken Blanchard
PARKING LOT ITEMS
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Take the self-assessment after the class to see how your scores changed
I am what I Y'am - dealing with someone who creates a negative work
environment
How to Overcome Life in the Buffer Zone
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Clearly communicate expectations to team
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
2
Follow Up from Supervisory 1 Class April 1-3, 2014
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Reasonable goals/expectations of both managers and employees
Listened to team member's venting (Setting a limit to venting) and facilitate
positive discussions
Transparency between levels
Team Norms
One on One's with each team members and your own manager
Learn more about the perspectives from all parties
Transparency - communication - keep employees connected to the overall big
picture. Promotes employee buy in and trust
Find mutually beneficial solution
Expectations
One on One
Knowing who to go to for support
Approachable
Ask the manager how they have handled it effectively
Focus on morale and delegating to worker's strengths
Identify strengths and compromise
Stay adaptable
Frequent and clear communication
Translating vision
Encouraging team participation
Identify barriers/challenges - and how to address them
Setting expectations up and down
Delegation when possible
Time Management
Plan protected time
Involve your employee
Facilitate up and down communications -= clear and defined expectations
First loyalty is to your peer team
Explain the "why" and get the employees buy-in
Clear expectations - to management - for employee - from management to
management
Open to feedback loop
Clear definition and chain of command
Equal and fair treatment: Everyone's option is valued
Keeping the proper overall perspective (Mission first - people always)
Understanding expectations (Both ways)
Seeking feedback about staff to improve performance
Good translator/interpreter
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Coming in early - leading by example
Reestablished new working relationships
He was doing the work - hands on
Being Fair
Careful to not emotionally react
He made his needs know to his supervisor
Addressing the issue
Honed organizational skills - time management
o Address things neutrally
o Focus team on the same direction
o Listening to your team members
o The buffer zone provides an opportunity to share the big picture view
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
3
Follow Up from Supervisory 1 Class April 1-3, 2014
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Be an Insulator/Filtering messages
Navigating through the fog - filter the messages - discuss what they need to know in unit
meetings
Notice the team and what's happening to them - be an advocate for your team
Find a peer for yourself
YOU’RE CHALLENGES:
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Team building –technicians work independently but in a group environment
Creating a cohesive work unit
Dealing with conflict and resolution
Lying, gossip, lack of integrity
Balancing giving employee autonomy and making sure they are on-task
How to monitor job performance of filed crews. Especially because I work in office
separate from shop
How to deal with an under achieving employee who’s lack of work diligence is
affecting the team as a group. Demoting or laying off the employee is not an
option
How to supervise people who are complacent
Getting a long-term employee with C-performance to change some problematic
behaviors long term – not just make changes then revert to old ways and flack
luster performance
Fostering harmony among diverse personalities
Worker personalities
I’m very new to this role so really understanding my position – maybe more of
the legal aspects of supervising
How do I get to the supervisory role successfully
Clear goals
Pro’s and con’s
Earning the respect of those I used to work with as a non spervisor , Defining
new roles of staff during transition
As the supervisor – separating myself from being one of the guys/crews
Being promoted from within an organization
Being brought in from an outside organization
Eliminating ;union mentality
How do you obtain continuity in supervision when you have “shared” employees?
Expectations vary with other supervisors
Dealing with negativity (Disguised fear?) around implementation of new
community planning and development software
Having employees take ownership of mistakes – recognizing them as mistakes
and moving forward
Inspiring others to achieve results
TIPS for New Supervisors
Tip 1-4
1. Overview of meeting - establish
2. Delegate - use flowchart
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
4
Follow Up from Supervisory 1 Class April 1-3, 2014
3. Follow up - use Outlook to check in - open communication
4. Use SharePoint to keep everyone up to date - make after actions
Tips 5-8
5. More perspectives, collaboration, more interest, elicit ideas - innovate, managing
skill sets
6. being approachable, being heard, tease out suggestions, open door, and
availability
7. Mentoring and teaching
8. Delegation, can we meet deadline? Trust, Should we really let them fail? 30minute rule (In the computer programming world - allow someone 30 minutes to
figure it out themselves)
Tips 9-12
9. Meet and clarify ground rules
10. Communicate ideas from your team upward- be an advocate for your team
11. Encourage teamwork (Book reference, "The 5 Dysfunctions of a team" by Patrick
Lencioni)
12. Model the behavior you want - our actions speak more than our words
Tips 13-16
13. Get your leads to buy-in first, have it written down what the expectations are
14. Give recognition specific to them - "I know you are busy but I appreciate that
you took the time to do this"
Recognition can be done in different ways - email is a great way - it's permanent ask staff how they like to be recognized
15. Share what their tips are on things that they are good at - time management
(for example). Share what your background is, what your strengths are (excel or
example)
16. Coaching - What do you think - they shouldn't be afraid to make decisions they
shouldn't be - manage their workload - not their whereabouts - flexibility
TIPS for New Supervisors (From Other Classes)
Tip 1-4
1. Make to do lists; create work plan; asking higher up to get priorities from
2. Ask team member what they want to do; delegate based on skills and interests;
cross-train
3. Set realistic timeframes that are mutually agreed upon; train them to have you
come back to you
4. Find out the why it is happening; seek advice of others; figure out if there is
something you can do differently. Don't just treat symptoms, figure out root of
problem.
Tips 5-8
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
5
Follow Up from Supervisory 1 Class April 1-3, 2014
-
Re-emphasize you're the coach, not the talent.
Monday morning meetings with web-cams
Re-configure cubicle
Recognize body language
Timely review (AAR) - After Action Review
Let your team figure it out
Allowing them to be successful makes you successful
Tips 9-12
9. Provide as much information as possible- ask why - and be honest if you aren't
told why
10. You are your team's advocate - pass ideas up, but include potential
solutions/ways to address
11. Work on one-on-one if you have to. Teach grace; weekly huddles
12. Work every interaction - you have a choice - escalate or de-escalate - watch
gossiping; find out how you are perceived
Tips 13-16
13. Set benchmarks -- for performance and for training tasks.
14. Always give praise - (Recently employee accomplished research of printers)
15. Train the supervisor
16. Job assignments -clearly defined
Misc. Tips on how to deal with supervising those you friends with:
o Sometimes reclassify work load - sometimes there is reluctance of upper
management to do so. Some team members keep responsibility of old and
favorite tasks
o Meet and clarify ground rules
o Communicate that the same standards apply to everyone
o Appearance of fairness- Invite everyone to lunch (not just your friend)
o You can only control perceptions to a limited extent
o Uncomfortable - personal adjustment - good until something goes wrong people feel that you are not qualified
o Be clear, have a conversation up front, possibly drop the friendship, respect
boundaries - there are certain things you have to act on
Misc. Tips on supervising those who are Older/More experienced
o Defined and understand roles
o Set common goals
Acknowledge conflict
o Validate skill level
o Mentor match - someone with great experience
o Adequate training to keep their skills up
o Build on the skills of more seasoned employees - praise knowledge
o Achieve knowledge transfer
o Make sure more seasoned employees can share tasks so that everyone can
be cross trained
o Invite more seasoned staff to work with less experienced
o Require less experienced staff to identify more experienced staff with whom
to work
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
6
Follow Up from Supervisory 1 Class April 1-3, 2014
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Misc.
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Seek your help is important
Shows that you value them
Listen, ask questions, take action
Defer to their expertise
Let them know their value
Set boundaries
Mutual learning involved (Supervisor- Supervisee)
Establish the chain of command
Tips on how to supervise those who are younger or less experienced
Different work culture- multi tasking is a part of their life
Sometimes that could be perceived as a lack of professionalism
Establish and enforce team norms
It takes more time
Involve the older staff
Pair new and experienced staff
Mentoring - can be tricky with job requirements
New Hires may have basic knowledge on which you can build - but you may
also have experienced staff that has had inadequate preparation. Eventually
employees must be capable of working on their own
use of training plans
Assure understanding of final outcome
Work to gain respect and trust
Guide through culture but allow culture to change or be open to different
perspectives
Posturing togetherness - boosting morale
Acknowledging change and impact of change
Issues Inherent in Case study (Case of Favoritism)
-Employee Turnover
-Bonded in crisis
-Favoritism
-Resentment
-Dissension
-Lack of Communication
-Team Norms
-Philosophy of Promotion
-Relationship between John and his manager
-Company Values
-Accountability
-Trust
-Hostility
-Discipline
-Denial
-Team Performance
-Team Morale
-Helplessness
1.
Obective
7 Things every employee needs to know:
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
7
Follow Up from Supervisory 1 Class April 1-3, 2014
2.
3.
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Duties
Accepted methods
Performance standards
Improvement
Policies
Team Norms
Best way to Enhance Communication/Leadership/Public Speaking Skills:
Toastmasters - www.ToastmastersInternational.org
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
Coaching Conversation
Questions to Ask at the Beginning:
For this coaching conversation, what issue do you want to explore?
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 are possible options?
If you could do anything you wanted, what would you do?
What do you mean?
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
8
Follow Up from Supervisory 1 Class April 1-3, 2014
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?
Stages of Group Development
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3.
4.
5.
Forming - Leader directs
Storming - Leader coaches
Norming - Leader facilitates and enables
Performing - Leader delegates
Adjourning - Leader recognizes team's results
Dr. Stephen Covey:
o Circle of Concern - Those things you are concerned about but can't control
(Reactive - Victim mode)
o Circle of Influence - Those things you can impact (Proactive - Operating in your
choices)
Four Responses to Change
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4.
Denial
Resistance
Exploration
Commitment
Difference between "changes" (Physical) and "Transition" (psychological)
Transitions have the ending - Neutral Zone - Beginning (Neutral zone involves the Four
responses to change) - Williams Bridges has done a lot of work on change
Beckard's Formula for Change:
D x V x F > Resistance
D = Dissatisfaction for current state
V = Vision for the future
F = First steps toward the change
R= Resistance to Change
For more information:
https://www.wheel.ie/sites/default/files/Beckhard-Harris%20Change%20ModelDVF.pdf
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
9
Follow Up from Supervisory 1 Class April 1-3, 2014
Tips on Managing Change
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Provide stability
Recognize where you are in the transition
Listen
Communicate
Recognize that people are in different places
Ask them "How can we move forward?"
Clarify new expectations
Try to involve them in the change
Provide enough information to diminish gossip
Assertive Communication:
1. DHA - Direct/Honest Appropriate
2. Give and Take (Talking plus Listening to others
3. A situation where you stand up for what you think in a way that does not
disrespect another person
Behavioral Based Interviewing
1. Analyze job skills (Skills, Competencies, interpersonal skills) & identify the questions you will
ask in the interview
2. Create behavioral-based interview questions
3. Select panel members and do other logistics
4. Ask Rapport building questions
5. Share agenda; take notes; describe the job; maintain the dignity of the candidate
6. Ask open-ended questions to gain specific job-related behavioral examples
7. Ask Behavior-Based interview questions
8. Allow for silence
9. Maintain control if the candidate goes off track
10. Seek contrary evidence
11. End the behavioral based interview questions on a positive note
12. Ask "What questions do you have?" or "What questions would you have wanted me to ask
you?" Allow the candidate to clarify anything.
13. Evaluate
EAP Quiz Questions:
EAP = Employee Assistance Program
1. EAP Is a voluntary, confidential program that is low cost for all state
employees (False – it is free for all employees)
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
10
Follow Up from Supervisory 1 Class April 1-3, 2014
2. What types of issues does EAP handle (all kinds – issues related to
family, divorce, stress, etc.?)
3. How do employees schedule an appointment?
4. What is the purpose of EAP?
5. EAP provides assistance, assessments, resources and referrals and
long-term problem solving - False (Short-term problem solving)
6. EAP bean in the 1970’s (False – began in the 1940’s)
7. EAP values are Confidential, Accessible, Respectful, Solution-Focused
(And Effective)
8. EAP is confidential, and voluntary. Under Washington State Law, if a
supervisor contacts EAP for a job/performance issue, all they can
report is whether or not the person made the appointment, the time,
and whether or not there was future appointments (true)
9. What is the difference between a formal and informal referral?
(Formal referral – performance issue)
10.EAP is a resources for every employee, including supervisors. EAP can
strive to be a supervisor’s “confidential coach” (True)
11.Many supervisors ask EAP to share to their staff about their services
(True)
12.You may contact EAP, many agencies allow for paid leave (True)
13.Making an appointment is easy – 1-877-313-4455 or 360-753-3260
and leave a confidential message – appointments can be made face to
face or through the phone
14.EAP is a great place to get started to get help (true)
www.dop.wa.gov/eap
EAP Insights
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EAP also includes adult household members
Usually 1-3 sessions per problem - can have as many problems as like
EAP folks can ask questions that you can't (medications, family, health, etc)
EAP does health and awareness, orientations, workplace consulting for employees and
supervisors, and assessments, and urgent interventions for critical incidents
Confidentiality
An employee can sign the Statement of Understanding
Referrals - Informal, Formal (workplace issue - supervisor can get information but needs
to call EAP first - before the employee)
They look for "Presenting problem" but also can get to the "underlying assessed
problem"
They aren't counselors - they do holistic assessments - short-term problem solving,
provide resources and referrals
The DRC - is available as a free resource for the state until June
EAP is a free resource
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
11
Follow Up from Supervisory 1 Class April 1-3, 2014
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You c an invite EAP to share to your entire team
EAP can be used for both preventative and crisis intervention
Supervisors can use EAP to get confidential help on issues
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
How to Create a Performance-Based Culture
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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
Problem Solving Processes
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The 5 Why's
Fishbone Diagram
Separating the Problem (Cause) from the Solutions in Team Meetings
RECOGNITION
Principles of Recognition
o Timely
o Specific
o Meaningful
o Sincere
o Tailored to the person
o Value to person recognizing
o Measurable
o Some appropriate/Appreciated
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
12
Follow Up from Supervisory 1 Class April 1-3, 2014
Recognition Ideas from the class:
 Send a card – thank you
 Email recognition for “job well done” – put in employee file
 Memo of recognition to dept. head and placed in employee file
 Take crew to coffee
 Verbally acknowledge employees for job well done
 Certificates
 Public recognition
 Verbal thank you
 Post positive comments
 Lanyard bling
 Cards and coffee cards
 Lunch with director/manager
 Internal recognition awards
 Newsletters
 Email
 Staff meeting
 Breakfast/lunch/donuts-outcome-based
 Comp time
 Hats/t-shirts
 New responsibilities
 Formal letter
 Group recognition
 Length of service programs
 Handwritten card (email)
 Lunch party
 Employee of the month
 Trophy (keeper of the flame)
 Use of digital signage
 Sincere thank you
 Holidays and special occasions
 Recognition board
 Treats
 Leave early
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
13
Follow Up from Supervisory 1 Class April 1-3, 2014
Recognition Ideas (from other classes)
Recognition Ideas
o Chocolate/Food
o Offer a special parking spot
o Handwritten card from the assistant director about the specific thing you did
o Recognition publicly (possibly group email)
o Don't always recognize the 'stars' - you may need to recognize lower level on
a an attitude
o Handwritten card from supervisor
o Goodies, potlucks, "Super Soup"
o Certificates
o Employee of the month
o Kudos (Candy bars)
o Notes from worker from team
o Wall of Awesome (post notes, emails, etc for all to see)
o Birthday celebrations - supervisor sings to them
Roaming shout out statute
o Special projects
o Social committee that recognizes Birthdays
o Build relationships with other employees - visit other unit
o Employee of the month
Saying thank you
o Fish bowl - putting written thank you notes into a bowl and drawing a few
names to publically recognition
o Printed certificates with stand up meeting to present to them
o Gold stars on recognition email or on monitor
o Trying to find the strengths in everyone and recognizing different person each
meeting
o bringing in treats
o "Leap frog" - A frog that goes person to person and the recognizer must write
a recognition letter to who they are giving it to
o Peer recognition
o U rock Rocks (Painted U)
o Simple email (Add to personnel file)
o Nominate staff - to be recognized on blogs, emails, meeting, newsletter, e, employee or team or
supervisor of the month
o Monthly potluck (Social atmosphere)
o Kudos - published kudos from communiqué
o Books or other items that bridge work and outsides interest
o Kudos Coffee cups
o Shirt with related logo
o Coffee punch arid
o Parking spot
o Reminder: Sometimes we have to look a little to dig out something for everyone
RECOGNITION IDEAS FROM OTHER CLASES
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Leadership funded and hosted activity (example: ice cream party for staff)
Certificates for years of service
Kudos
Comment cards
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
14
Follow Up from Supervisory 1 Class April 1-3, 2014
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Employee spotlight in monthly newsletter
Monthly call with director (whole agency)
Remote offices from agency leadership (when regional offices exist)
All staff email communication (thank you's or information sharing)
Staff potlucks
Birthday/thank you notes from leadership
Years of services pens
Staff retreats
Recognize staff family needs before holiday - providing more flexible schedule
Fun awards, like the unicorn horn
Use fundraisers to direction appreciation spontaneously
Recognizing expertise
Personalized ones (Specific)
Certificates for unique contributions
Division newsletter takes submissions
Accolades on intranet
Every day thank yous
Service recognition
Strut your stuff
Employee kudos to employee
Office monthly newsletter
Agency month newsletter
Monthly agency call-in recognition
Kudos comments from employee shared with bosses
annual office employee recognition
Annual director's award for four employees
service anniversary recognition
You rock awards
Kudos
Drop in a bucket
Hand written notes/mailboxes
Bobble Head
Grumpy Hat
12th Man Fridays/Travel theme/Progressive snack day
Tea-3
All-staff meetings/Potlucks
Coffee with Division Leader
Peer to Peer
PowerPoint
Favorite things
Time off awards
Honorary awards (both official and unofficial)
Kudos or peer recognition on shared drive
ON the spot cash awards (budgeted)
Leadership opportunities (professional development - conferences)
Birthday cards fro Director
Lunches (or any food awards)
Leave rebate (increase approved)
Revolving trophy award
Specific, public or private praise (email , in meetings, etc)
Hand shake-high give
Hearing from praise from your boss's boss (pass it up)
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
15
Follow Up from Supervisory 1 Class April 1-3, 2014
o
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Starbucks gift card
Appreciation day
Time in service pin
Kudos corner - Directory's page
Quick award
Verbal praise - in person and in pubic
Employee of the month/week/year
Say thank you in front of peers
Certificate of achievement
Traveling trophy
Parking Spot
'Cookies
Food
Appreciation box
Internal shout-out's on agony's newspaper
Opportunity for growth
Email employee and cc Team
Stars
Verbal appreciation
Potlucks/Food
Thank you or Kudos Notes (fish cards)
Candy
Dollar store - little trinkets
Signs of appreciation - even if not for a specific c thing
Can I get you a cup of coffee?
Coffee gift $5.00 - (card) - read your policy!
Gotcha Board - recognition board
Employee of the moth
Opportunity to re work schedule
Jeans Pass - Pass to wear jeans to work
Make Breakfast
Massages
Yearly award
Letting people to early (comp time)
Monthly potluck
Give staff a chance to present their idea to upper management
Tracking KUDOS
Kudos board
Quarterly High 5 Events (DOH/HSQA kudos to staff member with gift,
certificate, names - and recognized in presentation) (Marc Tafoya)
Recognition board in main lobby post-it's
After completion of project, lunch and knick-knacks
Quarterly employee award - managers visit and give small award
Thank you cards/Send emails
Off-site party
Card (with handwritten comments)
Quick awards - anybody can give it to anybody
Parking space
Employee Recognition week (Opportunity to recognize anyone)
Gifts or gift cards (from our own pockets)
Public recognition at high-level management meetings
Simple "thank you"
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
16
Follow Up from Supervisory 1 Class April 1-3, 2014
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Treats/snacks (Employee-generated)
Decorating other's cubes
Trophy
Birthday or holiday celebrations
PDA's (PDR's?) - Public Displays of Recognition
Certificates
Potlucks/Food
Email to employee and cc supervisor
Personalized awards or feedback
PDP
Plaque
Parking spot (Employee of the month)
Leave early/come late if they did extra work
LEG (Look'em in the eye, Explain what they did well, Give them a "thank you"
Certificates - awards
Lunches - potlucks
Personal thank you's - internal and external
Staff outings (picnic)
Low money gift cards (Starbucks, etc)
Other kinds of recognition (Cards, recognition board, e-newsletter)
Training and conferences
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
17
Follow Up from Supervisory 1 Class April 1-3, 2014
Recognition Ideas (From other classes)
Certificates (Yearbook
awards; years of
service; projects; rising
stars)
Days off
Employee of the month
Cube decoration
contests
Trivia -recognize
diversity/cultures
Kudos (Intranet; posted;
newsletter; email)
Parking Spot
Door prizes
Potlucks
Rotating "frog"
You "Rock"
Team Building
Thank you notes
The Rock - "you rock
today" - Award
Managers prepare
breakfast for team
Kudos Page on website,
public
Recognize best
practices and
innovation at team
meetings
Email to others with the
person being
recognized CC'ed
Praise for job well done
Wellness - Olympic Awards
CFD (Combined Fund
Drive) - Employee
Recognition - thank you'd
Extra degree- turned hot
water into steam
Treats, etc with notes
Written record of
accomplishments that
go up and down the
chain
Share success stories at
team meeting
Emails to staff and upper
management
Verbalizing "thank you"
Bring food - potlucks
Certificates
"Drop in the Bucket" monthly recognition
Employee of the month
Traveling trophy/award
Gag gifts out of social
fund - employee fund
Potlucks/food lunch
Free coffee/coffee gift
certificates
Birthdays
Trinkets of Appreciation
Manager makes us
breakfast
Nominations
-U "Rock" Rocks (With
certificates and
nominations)
-Frog recognitions
High 5 Recognitions
Written:
-Post-it notes in cubical/
-Kudos on website
-Length of service
-Thank you notes
Recognize landmarks anniversary dates and
some key
accomplishments
"Rounding" at place of
work and asking for
ideas of recognition
Emails (Forwarding
positive comments to
employee)
Employee of the year bonus??
Verbally (Spontaneous In the moment"
In one-on-one's
Thank you for your
service
Unit Celebrations
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
Balloons
Flowers
18
Follow Up from Supervisory 1 Class April 1-3, 2014
Recognition Ideas (from other classes)
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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
o
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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!
o
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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
More Recognition Ideas (from other classes)
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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
Top leaders - challenged the team - take them out to a restaurant
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
19
Follow Up from Supervisory 1 Class April 1-3, 2014
Principles of Recognition
o Timely
o Specific
o Meaningful
o Sincere
o Tailored to the person
o Value to person recognizing
o Measurable
Communication Styles
Direct
1. Strengths: Clear, concise to the point
2. Weaknesses: Blunt, abrasive, extreme, offensive, don’t listen well
2. What others don't know: Unintentional hurt feeling
3.
Result driven, not always approach personal, we care about result (and people)
4. How to be managed: We don't appreciative micro managing, do not like
meetings, hands off style for being management
5. Needs from team: Straightforward, to make decisions competently
6. Like to be communicated with: Straight-arm, logical fact oriented
7. Most challenging style: Talking style – they tend to be persuasive and we don’t
like to be persuaded.
Talking Style 1. Strengths: start dialogue. Sell, influential
2. Weaknesses: Don’t work well alone – not direct, miss details
4. What others don't know: Don’t react well when we don’t get our
way/Can be good listeners
5.
6. How like to be managed: Encourage, freedom, strong leader
5. Needs from team; big picture, Communication
6. Like to be communicate with: Face to face
7. Most challenging style: Direct – Can persuade
Sincere Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
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Follow Up from Supervisory 1 Class April 1-3, 2014
1. Strengths – Team player/stable/cooperative/good listener/persuasive/bigger
view/good relationships
2. Weaknesses - Meek/Appear indecisive/not being forthcoming/overly sensitive
-dysfunction: Extreme avoidance
3.
What others don't know: Not aloof
4. Preferred Management style: Broad direction
7. Needs from team: Positive environment/cooperation
8.
6, Like to be communicated with: Asked – not told
7. Most challenging style: Direct – less open to other ideas – don’t take style
personally/be more direct back m
Organized Style 1. Strengths: Organized, likes data, logical, detail-oriented, thorough
2. Weaknesses – too detailed, decision making (slower), dysfunction: expects same
information from others (Details)
3. Others don't know:
There is a “method to our madness” (Accountability)
4. Preferred management style: `Let me do it – hands off and time to do it
5. Needs from team: Details and information
6. Like to be communicated with: straightforward
6. Most challenging style: Direct – not enough details and Talking
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
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
21
Follow Up from Supervisory 1 Class April 1-3, 2014
Leadership Resources
(With short overview)
Toastmasters (Jefferson Toastmasters club) - meets every Tuesday in DES building - Room 2330 (12:051:00 pm) (Check out Toastmasters International: www.Toastmasters.org)
www.Manager-tools.com - - Michael Auzenne and Mark Horstman (Highly Recommended)
Leadercast - One-Day Simulcast Leadership Seminar (Simon Sinek, Malcolm Gladwell, Jack Welch,
Desmond Tutu) - May 9, 2014 (check out www.Leadercast.com for a Simulcast location near you)
1,001 Ways to Reward Employees by Bob Nelson, Ph.D. (Updated Edition- 1,501 Ways to Reward
Employees - March, 2012), This bestselling series points to a new way of looking at employee-employer
relations, offering practical advice and evidence along side indispensable and clear business theory.
Updated version. Book is great for first time supervisors or experienced ones
Up the Organization/Further Up the Organization - (How to Stop the Corporation from Stifling People
and Strangling Profits) - Robert C. Townsend and Warren Bennis. Although it was first published more
than thirty-five years ago, Up the Organization continues to top the lists of best business books by groups
as diverse as the American Management Association, Strategy + Business (Booz Allen Hamilton), and The
Wharton Center for Leadership and Change Management.
Motivational Interviewing - Third Edition - Helping People Change (Applications of Motivational
Interviewing) - William R. Miller and Stephen Rollnick. - Motivational interviewing is a form of
collaborative conversation for strengthening a person's own motivation and commitment to change. It is a
person-centered counseling style for any person who is ambivalent in dealing with any change. This
bestselling work for professionals and students is the authoritative presentation of motivational
interviewing (MI), the powerful approach to facilitating change. The book elucidates the four processes of
MI--engaging, focusing, evoking, and planning--and vividly demonstrates what they look like in action. A
wealth of vignettes and interview examples illustrate the "dos and don'ts" of successful implementation
in diverse contexts. Highly accessible, the book is infused with respect and compassion for clients. For
more information about motivational interviewing, check out:
http://www.motivationalinterviewing.org/
The 5 Dysfunctions of a Team by Patrick Lencioni - The Five Dysfunctions of a Team is an entertaining,
quick read filled with useful information that will prove easy to digest and implement. The book's first
part colorfully illustrates the ways that teamwork can elude even the most dedicated individuals--and be
restored by an insightful leader. A second part offers details on Lencioni's "five dysfunctions" (absence of
trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results), along
with a questionnaire for readers to use in evaluating their own teams and specifics to help them
understand and overcome these common shortcomings.
Leadership and Self-Deception - Getting out of the Box - the Arbinger Institute (Since its original
publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales
continue to increase year after year, and the book’s popularity has gone global, with editions now
available in over twenty languages. Through a story everyone can relate to about a man facing challenges
on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our
true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and
increase happiness. The new edition has been revised throughout to make the story even more
compelling. And drawing on the extensive correspondence the authors have received over the years, they
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
22
Follow Up from Supervisory 1 Class April 1-3, 2014
have added a section that outlines the many ways that readers have been using Leadership and SelfDeception to improve their lives and workplaces—areas such as team building, conflict resolution, and
personal growth and development, to name a few. Read this extraordinary book and discover what
millions already have learned—how to consistently tap into an innate ability that dramatically improves
both your results and your relationships.)
Fierce Conversations: Achieving Success at Work and in Life one Conversation at a time- by Susan Scott (The master teacher of positive change through powerful communication, Susan Scott, wants her readers
to succeed. To do that, she explains, one must transform everyday conversations employing effective
ways to get the message across. In this guide, which includes exercises and tools to take you step by step
through the Seven Principles of Fierce Conversations, Scott teaches readers how to: Overcome barriers to
meaningful communication, expand and enrich conversations with colleagues, friends, and family,
increase clarity and improve understanding, Handle strong emotions-on both sides of the table.
Start with Why: How Great Leaders inspire everyone to take Action by Simon Sinek. Why are some
people and organizations more innovative, more influential, and more profitable than others? Why do
some command greater loyalty from customers and employees alike? In studying leaders who've had the
greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the
exact same way - and it's the complete opposite of what everyone else does. And it all starts with Why.
The book can provide just the inspiration needed to get started in the right direction. You'll learn that the
most important thing you can do as a leader is to figure out why your company or organization exists and
why that should be meaningful to customers and others in society. Once the answer to this becomes clear
and you believe it in your heart, the rest of the decisions about what to do and sell and how to do it
become infinitely easier. See his TED video on YouTube:
http://www.youtube.com/watch?v=qp0HIF3SfI4&list=PLqLKyaZ3Z6wtIerREdezCY7gSJtygd5gs
It's OK to be the Boss - The Step-by-Step Guide to becoming the Manager your Employees Need by
Bruce Tulgan Managing people is harder and more high-pressure today than ever before. If you are like
most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless
they really need you. After all, you don't want to "micromanage" them and don't have the time to hold
every employee's hand. Of course, problems always come up and often snowball into bigger problems. In
fact, you probably spend too much of your time solving problems and falling behind on your work . . .
which leaves even less time for managing people . . . which opens the door for even more problems! In It's
Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in corporate America—an under
management epidemic affecting managers at all levels of the organization and in all industries—and
offers another way. His clear, step-by-step guide to becoming the strong manager employees need
challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do
it, monitor and measure performance constantly, and correct failure quickly and reward success even
more quickly.
When Generations Collide: WHo They Are. Why They Clash. How to Solve the Generational Puzzle at
Work by Lynne C. Lancaster and David Stillman. (From Library Journal on Amazon) - The concept of
workplace diversity has come to embrace ethnicity, disability, sexual orientation, and more. Lancaster and
Stillman, founding partners of BridgeWorks consulting firm, ask us to consider yet another category:
generational differences. The generations they allude to are "Traditionalists" (1900-45), "Baby Boomers"
(1946-64), "Generation Xers" (1965-80), and "Millennials" (1981-99), and they are interested in how
members of each group interact in contemporary work settings. According to the authors, employee
productivity is the key to success in the new economy, and given the difficulties employers have in
recruiting, training, motivating, and managing their workforce, understanding multigenerational
differences in the workplace could result in success or failure. The authors fully describe each generation
and explore the problems each might encounter in work settings.
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
23
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Co-Active Coaching: New Skills for coaching people toward success in work and life by Laura Whitworth.
The book includes dozens of sample coaching conversations and a wide-range of coaching examples plus a
coach's toolkit that includes 35 exercises, questionnaires, powerful questions, and checklists. A CD
contains real-life audio coaching sessions.
Strengths finder 2.0 - Tom Rath Tom Rath has been described by the media and business leaders as, "one
of the greatest thinkers of his generation." His #1 international bestsellers have sold more than 5 million
copies in the last decade and made over 250 appearances on the Wall Street Journal's bestseller list. The
book is a quick read and very helpful in getting one to think about one's strengths and the potential
complementary strengths to look for in others to offset one's weaker areas, if you work in a team
environment. Upon purchase of the book, you have an on-line access code to take the Strengths finders
assessment which will reveal your top 5 strengths.
Strengths based Leadership: Great Leaders, teams, and Why People Follow, Tom Rath and Barry
Conchie In Strengths Based Leadership, #1 New York Times bestselling author Tom Rath and renowned
leadership consultant Barry Conchie reveal the results of this research. Based on their discoveries, the
book identifies three keys to being a more effective leader: knowing your strengths and investing in
others’ strengths, getting people with the right strengths on your team, and understanding and meeting
the four basic needs of those who look to you for leadership. A unique access code enables you to take a
new leadership version of this assessment.
The 7 Habits of Highly Effective People by Dr. Stephen Covey (first published in 1990), Powerful lessons in
personal change. When this book was first published, it was a groundbreaker and it continues to be a
business bestseller with more than 10 million copies sold. Stephen Covey, an internationally respected
leadership authority, realized that true success encompasses a balance of personal and professional
effectiveness, so this book is a manual for performing better in both arenas.
FISH: A Proven Way to Boost Morale and Improve Results by Stephen C. Lundin, Harry Paul and Ken
Blanchard. Imagine a workplace where everyone chooses to bring energy, passion, and a positive attitude
to the job every day. Imagine an environment in which people are truly connected to their work, to their
colleagues, and to their customers. In this engrossing parable, a fictional manager is charged with the
responsibility of turning a chronically unenthusiastic and unhelpful department into an effective team.
Across the street from her office is Seattle's very real Pike Place Fish Market, world famous and wildly
successful thanks to its fun, bustling, joyful atmosphere and customer service. By applying ingeniously
simple lessons learned from the actual Pike Place fishmongers, our manager learns how to energize those
who report to her and effect an astonishing transformation in her workplace. Addressing today's work
issues (including employee retention and burnout) with an engaging metaphor and an appealing message
that applies to any sector of any organization, Fish! Offers wisdom that is easy to grasp, instantly
applicable, and profound--the hallmarks of a true business classic. Based on a bestselling ChartHouse
training video which has been adopted by corporations including Southwest Airlines, Sprint, and
Nordstrom.
Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders,
2nd Edition by Ed Rehkopf A primer on leadership for front line supervisors, business owners, and
emerging leaders everywhere. Easy-to-read, inspirational, and with plenty of real life examples, the
concepts in this book are broad enough to apply anywhere in any industry attempting to deliver high
quality service and to develop employees to their fullest potential.
People Styles at Work ...and Beyond: Making Bad Relationships Good and Good Relationships Better by
Robert Bolton and Dorothy Grover Bolton (5/28/2009)
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
24
Follow Up from Supervisory 1 Class April 1-3, 2014
This book presents a comprehensive, practical, and proven method readers can use to recognize how they
come across to other coworkers, find common ground with different people, and relate less defensively no matter how others act.
Poke the Box - Seth Godin Poke the Box is a manifesto by bestselling author Seth Godin that just might
make you uncomfortable. It’s a call to action about the initiative you’re taking-–in your job or in your life.
Godin knows that one of our scarcest resources is the spark of initiative in most organizations (and most
careers)-–the person with the guts to say, “I want to start stuff.” Poke the Box just may be the kick in the
pants you need to shake up your life.
Dr. Eric Allenbaugh, "Deliberate Success: Realize your Vision with Purpose, Passion, and Performance"
and "Wake-up Calls: You Don't Have to Sleepwalk through your Life, Love, or Career"
(www.allenbaugh.com)
Deliberate Success: "Achieving success is not an accident; it results from a deliberate process of identifying
a compelling purpose, passionately pursuing your vision, preparing for high level outcomes, and
performing at your best." Thus we being our journey with a seasoned (two decades) executive coach,
professional speaker, and consultant in peak performance. The author is a proven expert in his field-a
specialty that has enduring value for individuals, teams, and organizations. The book--full of advice and
counsel that would cost you thousands in a personal consultation--is organized into five strategies. The
strategies are Direction, Culture, Empowerment, Coaching, and Renewal.
Wake-up Calls: The author defines, "Wake up Calls" as those turning points in life that everyone
experiences, those jolting events that command our attention. Only you can control your response to
life's wake-up calls. You can hit your internal "snooze alarm" and keep living in the same way. Or you can
use those calls to strengthen your personal and professional effectiveness.
The First 90 Days: Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and
Smarter by Michael Watkins This book is not just for managers at the executive level. It's also for you and
me. It's for functional managers, project managers, and supervisors. The book targets new leaders at all
levels that are making the transition from one rung of the ladder to the next. If you have just been
promoted to a new leadership position (or expect to be soon), then this book is for you. The book outlines
ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point: the
point at which your organization needs you as much as you need the job.
Eat that Frog: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time by Brian Tracy
Brian Tracy is a leading authority on the development of human potential and personal effectiveness. He
addresses over 250,000 people each year on the subjects of personal and professional development. This
is a short, fast read. As the author says, it doesn't go into all the psychology of procrastination; rather, it
gets right to the action. Brian Tracy covers such things as determining priorities, delegating and
eliminating some tasks, knowing what's okay to procrastinate about, and whether to tackle your "frog"
(your big task that will lend the greatest results) first or a lesser priority task.
Author: Paul Johnson - Beginning with Modern Times (1985), Paul Johnson's books are acknowledged
masterpieces of historical analysis. He is a regular columnist for Forbes and The Spectator, and his work
has also appeared in The New York Times, The Wall Street Journal, and many other publications. (To learn
more about Socrates, Winston Churchill, etc- Paul Johnson's books are highly recommended!)
Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, by Peter Sims. In an interview with
Peter Sims, “A little bet is a low-risk action taken to discover, develop, and test an idea. So, for instance,
Chris Rock develops new comedy routines by making little bets with small audiences, while Amazon’s CEO
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
25
Follow Up from Supervisory 1 Class April 1-3, 2014
Jeff Bezos makes small bets to identify opportunities in new markets. Little bets are at the center of an
approach to get to the right idea described in the book that any of us can learn without getting stymied by
perfectionism, risk-aversion, or excessive planning.
It's not what you Say but how you say it: Ready-to-use Advice for Presentations, Speeches, and other
Speaking Occasions, Large and Small by Joan Detz. Topics include: organizing your message * finding
terrific research * using storytelling techniques * preparing the room * handling technical glitches *
working with other speakers * measuring your effectiveness * making the most of your voice * mastering
humor * using body language * conquering nervousness * building audience rapport * tapping the power
of persuasion.
"Leader to Leader: Enduring Insights on Leadership" Published by the Peter Drucker Foundation. This is
a journal of ideas by leaders for leaders. A wealth of strategies written by talented leadership thinkers
such as Max Dupree, Warren Bennis, Peter M. Senge, John P. Kotter, Jim Collins, Stephen Covey and more.
The Effective Executive: The Definitive Guide to Getting the Right Things Done by Peter Drucker Peter F.
Drucker (1909-2005) was considered the top management thinker of his time. He authored over 25
books, with his first, The End of Economic Man published in 1939. Although Drucker wrote EFFECTIVE
EXECUTIVE more than 30 years ago, the principles of decision making are still relevant today, if not more
so. Topics include time management, tapping into your strengths, being a systems thinker, and executive
decision making. Executive effectiveness can be learned!
What got you here won't get you there: How Successful People Become Even more Successful, by
Marshall Goldsmith ( This book pinpoints 20 bad habits that stifle already successful careers as well as
personal goals like succeeding in marriage or as a parent. In section one, he discusses why people resist
change, what false beliefs obstruct change and how people have overcome those limiting beliefs. In
section two, he lists, defines and describes the twenty most common harmful habits in interpersonal
relations, with brief illustrations of how to handle them, specifically. In section three, he explains the
change process. Exactly. I stand in awe of his eloquence. This is everything-you-ever-needed-to-learn
about how to change. About how to make that change visible to others. About how to enlist others in the
process of making the right change and making it last. In section four, he enumerates several important
"rules" of change and shares various other analyses and insights that help complete your understanding
of why and how to make effective, lasting change. This compendium of wisdom shows you how the
author does what he does so well. You will be empowered to do the same for yourself. Dr. Marshall
Goldsmith was recently recognized as the #1 leadership thinker in the world at the bi-annual Thinkers50
ceremony sponsored by the Harvard Business Review. (Marshall Goldsmith is the million-selling author or
editor of 33 books)
The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations by James M.
Kouzes and Barry Z. Posner (The Leadership Challenge is written for real leaders, who today face some of
the toughest organizational challenges we've ever encountered. And, it provides practical, real-world
advice based on Jim's and Barry's extensive global research that is indispensable for leaders at all levels. In
developing the Leadership Practices Inventory, which is possibly the world's most widely respected tool
for 360° leadership feedback, Jim and Barry have thoroughly reviewed input from tens of thousands of
respondents. They've then used this data to form sound conclusions about what works--and what doesn't
work--in terms of leadership behavior. The central theme of The Leadership Challenge is that leadership is
for everyone. It can be learned, but, let's face it, it's not easy. . It is written in a way that can help
executives, mid-managers, first-line supervisors; project leaders--and even individual contributors--better
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
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Follow Up from Supervisory 1 Class April 1-3, 2014
understand how they can lead and immediately apply what they have learned in their work). (Review by
Marshall Goldsmith, one of America's leading executive educator and coach)
The 5 Levels of Leadership: Proven Steps to maximize your Potential by John Maxwell (A checklist on
how you can increase your leadership on an individual basis. In this book, you will learn the five levels: (1)
Position: People follow you because they have to, (2) Permission: People follow you because they want to,
(3) Production: People follow because of what you have done for the organization, (4) People
Development: People follow you because of what you have done for them personally, and (5) Pinnacle:
People follow you because of who you are and what you represent. "Everything rises and falls on
leadership, including whether or not you reach your next level" (John Maxwell)
Unlocking Generational Codes: Understanding what makes the Generations Tick and what Ticks them
off, Anna Liotta (This book is about how members of different generations think and act. Geared to
leaders, managers, sales professionals, advisers, and non-profit executives who want to be effective at
bringing out the highest potential in their teams, colleagues, volunteers, and clients.)
Mixing and Matching Four Generations of Employees, Greg Hammill
http://www.fdu.edu/newspubs/magazine/05ws/generations.htm (On-line article that explains the four
generations in the workplace and tips and strategies to better motivate each generation.
Good to Great by Jim Collins - In what Collins terms a prequel to the bestseller Built to Last he wrote with
Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that
produce great, sustained results.
DRIVE - the Surprising truth about what Motivates us, Daniel Pink- Most people believe that the best
way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel
H. Pink (author of To Sell Is Human: The Surprising Truth about Motivating Others). In this provocative and
persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school,
and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do
better by ourselves and our world.
Carrots and Sticks Don't Work - Build a Culture of Employee Engagement with the Principles of Respect
by Paul L. Marciano - This is much more than a vague "how to" book that speaks in generalities and offers
flimsy examples. This is a "what to do, step-by-step" book that gives you dozens and dozens of real world
examples of building employee engagement.
Peer Today - Boss Tomorrow - Navigating your Changing Role by Laura Bernstein - Whether you’re a
seasoned supervisor, newly promoted (and wondering "What do I do now?"), or preparing yourself for a
future leadership position, this book is for you. By applying the information, you’ll reduce any fears or
frustration you may be feeling, increase your personal effectiveness, gain greater respect from the people
reporting to you, and enhance your overall career. Most importantly, you’ll prove to everyone (including
yourself) that you ARE the kind of leader that others will want to follow.
Leadership without Easy Answers by Ron Heifiz - Drawing on a dozen years of research
among managers, officers, and politicians in the public realm and the private sector,
among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for
anyone who needs to take the lead in almost any situation, under almost any
organizational conditions, no matter who is in charge, His strategy applies not only to
people at the top but also to those who must lead without authority--activists as well as
presidents, managers as well as workers on the front line.
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
27
Follow Up from Supervisory 1 Class April 1-3, 2014
Great website: Walk the Talk - www.WalktheTalk.com
One Minute Manager - Ken Blanchard and Spencer Johnson - For more than twenty years, millions of
managers in Fortune 500 companies and small businesses nationwide have followed The One Minute
Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity.
One Minute Manager Meets the Monkey - Ken Blanchard, William Oncken Jr - In this latest in the One
Minute Manager series, the authors chastise executives who never have time for family or their own job
enhancement because they accept too many responsibilities--"monkeys" clinging to their backs--that
properly belong to their staffs. Based on seminars conducted by the late Oncken, the book explains in
simple-minded if abstract terms how to achieve a balance between supervision and delegation for
reduced tension and improved productivity. "There is a high correlation between self-reliance and
morale," stress the authors.
Check out C-Span Book TV - http://www.booktv.org/ to watch authors discuss their books
Note: More than a Gut Feeling III - by Coastal Video (Behavioral Interviewing)
OTHER:
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SPEED OF TRUST
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
Great by Choice, Why some Companies Make the Leap and some Done, Jim Collins
The New Supervisor's Survival Manual - William A Salmon
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 April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
28
Follow Up from Supervisory 1 Class April 1-3, 2014
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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,
LEADERSHIP CLASS:
www.hawksprairie.org/Certificates/LeadershipDeveloment
Note: More than a Gut Feeling III - by Coastal Video
Jan Dwyer Bang
DES Supervisory 1 Class April 1-3, 2014
Jan@JanDwyerBang.com
3/7/2016
29