Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Qualities of Favorite Team Leaders:
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Supportive
Encourage others and
participating
Enthusiastic
Enjoy what they are doing
Clear communication/goals
Updates/follow through
Recognition/Lead by example
Fair between subordinates
Present/Respectful
Integrity
Good Listener
Sense of Humor
Calm
Listener
Mentor/Coach
Support of growth
Independence
Caring
Good Listener
Open to change
Actions consistent with
words
Empowering in a coaching,
blameless environment
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Coaching
Moral Character
Honesty
Support
Has your back
Integrity
Ability to make decisions
and stand by them
Character
Honesty
Clear Direction
Positive Attitude
Recognition
Supportive
Team Builder
Positive attitude
Empower Staff
Caring
Supportive
Caring
Listener
Clear goals
Open communication
Trust!
Communicative!
Listens
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Accommodating
Approachable
Honest
Knowledgeable
Good work ethic
Trust
Sense of humor
Maintain positive attitude
Soliciting feedback – input –
sharing with management team
Trust
Responsibility
Honest
Leadership
Consistency
AGENDA
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Welcome/Course Overview/Introductions
Systems and Organization
Impact of Styles
Emotional Intelligence
Team Building/Team Performance
Managing conflict
Navigating Change
Generational Differences
Team Performance
Recognition and Employee Engagement
Coaching
Wrap UP and Action Planning
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
1
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
PARKING LOT
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Manager coming to training
Listening/Monologue vs Dialogue
TOP TEN CHARACTERICS OF HIGH PERFORMING
ORGANIZATIONS
(S – Systems or Systems-Related)
1. Mission Statement
2. Clear, defined
Roles
3. Strong leadership
4. Utilizing Team
Strengths
5. Clear
Communication
6. Team Work
7. Periodic Evaluation
of Processes
8. Honesty-Trust
9. Organizational
Values
10. Customer
Service/Know your
Customer
1. Clarify Expectations (S)
2. Open Communication, (S)
Listening Skills
3. Clear Chain of Command
(S)
4. Confront Reality
5. Organizational trust (S)
6. Right Wrongs
7. Learning/Advancement
Opportunities (S)
8. Clear Goal (S)
9. Empowered Staff (S)
10. Supportive/Caring
Environment
Communication
Trust
Work Ethic
Accountability
Responsibility
Positive Attitude/Moral
All team Members are
valued
Honesty
Goals (Clear and
Reachable)
Fun Plan to work
Recognition
Team Collaboration
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Good work ethic
Communication
Trust
Goal Oriented
Adaptability
Healthy
Respectful
Creativity
Humor
Individual
Accomplishments
All System Related
All System Related
All System Related
EMOTIONS
CONVENTIONAL
Sign of weakness
No place in the workplace
Interfere with good judgment
Sign of vulnerability
HIGH PERFORMANCE
Sign of strength
Essential in business
Essential to judgment
Makes us real and alive
Emotional Intelligence Assessment:
Total
Total
Total
Total
for
for
for
for
Self-Awareness – 9
Self-Management – 18
Social Awareness – 9
relationship management – 18
TOTAL POSSIBLE - 54
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
2
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
TEAM PERFORMANCE EXAMPLES of Quantitative measures
 Wait times, number of visits, incoming new applications, number of classes
registered,
 Team customers service
 Benefit calculations
 Error rates
 Money collected, percentages, breakdown, federal,etc
A crucial conversation contains 3 elements: Conversations
where
1. Opinions vary
2. Stakes are high
3. Emotions run strong
(from the book, “Crucial Conversations”)
Coaching Conversation
Questions to Ask at the Beginning:
What is the opportunity?
What is the issue?
What do you want to talk about…?
How can I help you?
What’s occurred since the last time we talked…?
What would you like to explore…
What issue…
Where are you right now?
How is your week?
What do you want out of this coaching conversation…?
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?
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
3
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Questions to Ask in the Middle:
What have you tried so far?
What led up to it?
Tell me a little more about…
How does that look/feel…?
What are some possible solutions?
What do you personally control?
What is a small goal you can set…?
What’s working/what’s not working
What do you think is the first step…?
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 the action plan
What will you take away…?
What do yo use as your first step…
Now what are you going to do…
What obstacles do you think you will encounter?
What is one thing you will do?
When will you do it?
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
4
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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
COMPILIATION OF RECOGNITION IDEAS from this class:
Parties
Give aways at work events
Potlucks
Pizza/Ice Cream
Food
Thank you cards
Advancement
Gift cards
Certificate of appreciation
Participating in work group
Donuts
Quick awards to employees (for
prizes, drawing)
Employee Appreciation Lunches
Flowers
Job shadow assignments
Plaques
Employee Awards Ceremony
Email (Thank you – Atta boy)
Employee File – Memo or Email
Roses
Buy lunch – one another or small
group
Employee of the month
New Equipment – tools
Plaques
Vacation Give Always
Coffee Cards
Bonuses
Candy
Donuts or treats
Buy coffee
Shirts, Jackets
Shirt with logo
Employee party
Time Off
Free Lunch
Attire
School Tuition
Sporting events – tickets
Gift certificates
Acknowledge
Coffee
You rock award – group nominate
team/others
Special projects
Lunch
Employee Parking
Longevity Awards
Thank you (Verbal, in person, Public,
Written)
Collect comments from customers
via website –drop box – flyer – thank
you card
Birthday cards
Holiday treats
Dress code day that is relaxed
Staff Recognition Ceremony
Monetary Reward
Coffee Mugs
Promotion
Free Housekeeping for one month
COMPILIATION OF RECOGNITION IDEAS from other classes:
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Kudos board
Essential piece – award (Puzzle Piece)
Kudos jar – put in jar, read at Friday Huddle
Notes to personnel file (good notes)
Treats for group
Group excursion of recognition
Cheer folder
Card with 3 things you appreciate about the person – card – how you like to be recognized, email praise
cloud (cc: Supervisor, Agency Director, Department director, etc.)
Fun competitions or games like Olympics, golf, bowling
Take to lunch
All staff barbecue or potluck
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
5
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Offsite get together
Quick Wins or judos at staff meetings by peers or managers
Awesome boards
Handwritten notecards, certificates
Pat on back, personal
Good job
Taking ideas of savings costs and showing how affects big picture
Project completion celebrations
Small tokens of appreciation “candy bar”
Recognition sticky notes
Gold stars
Public recognition for an accomplishment
Individual/emails
Golden time
Group praise
More interesting or high profile work
Conferences/trainings
Take them out/food
Paid time for professional development
Recognition post it’s/sheets
Trophy/teddy bear
Money
You rock rock
CC supervisor
Make sure recognition is accessible to tall
Share thank you’s from customers –keep I desk file
Team member bios
Logo gear
Miniature golf/bowling
Food!
Team lunches
Attendance recognitions
Consider downstream impacts
Kudos to team from leadership
Sincere thank you
Display kudos
AT DFI – there is a recognition program – employees fill out a form and put it a fishbowl in HR – 1 time per
month – 4 names are drawn and they win a prize. Email goes out with winner’s names. (Similar to another
agency but pins are given and employees wears them on lanyard)
Weekly stand up and allow employees to share their “weekly win”
Wall of thanks on intranet – any employee can submit another’s name for different categories of good
deed. Goes to the recognized employee’s email
Strut your stuff – if external custom gives a kudo employee gets a peacock and entered into raffle
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
6
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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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
Chocolate/Food
Offer a special parking spot
Handwritten card from the assistant director about the specific thing you did
Recognition publicly (possibly group email)
Don't always recognize the 'stars' - you may need to recognize lower level on an attitude
Handwritten card from supervisor
Goodies, potlucks, "Super Soup"
Certificates
Employee of the month
Kudos (Candy bars)
Notes from worker from team
Wall of Awesome (post notes, emails, etc for all to see)
Birthday celebrations - supervisor sings to them
Roaming shout out statute
Special projects
Social committee that recognizes Birthdays
Build relationships with other employees - visit other unit
Employee of the month
Saying thank you
Fish bowl - putting written thank you notes into a bowl and drawing a few names to publically recognition
Printed certificates with stand up meeting to present to them
Gold stars on recognition email or on monitor
Trying to find the strengths in everyone and recognizing different person each meeting
bringing in treats
"Leap frog" - A frog that goes person to person and the recognizer must write a recognition letter to who
they are giving it to
Peer recognition
U rock Rocks (Painted U)
Simple email (Add to personnel file)
Nominate staff - to be recognized on blogs, emails, meeting, newsletter, e, employee or team or supervisor
of the month
Monthly potluck (Social atmosphere)
Kudos - published kudos from communiqué
Books or other items that bridge work and outsides interest
Kudos Coffee cups
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
7
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Shirt with related logo
Coffee punch arid
Parking spot
Reminder: Sometimes we have to look a little to dig out something for everyone
Leadership funded and hosted activity (example: ice cream party for staff)
Certificates for years of service
Kudos
Comment cards
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
8
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Specific, public or private praise (email , in meetings, etc)
Hand shake-high give
Hearing from praise from your boss's boss (pass it up)
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"
Treats/snacks (Employee-generated)
Decorating other's cubes
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
9
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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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
Communication Styles
DOMINANCE
1. GREATEST CONTRIBUTIONS: (1) Can make decisions; (2) Leadership; (3)
confront Reality (4) Quantity of work through fast action
2. GREATEST FEARS: (1) Failure; (2) Not be taken seriously; (30 Not being
supported
3.
Being MISUNDERSTOOD: (1) People think we are
insensitive/condescending; (2) that we don’t care
4. HOW CAN OTHER STYLES RELATE BETTER TO YOU? (1) Do what you’re
told: (2) Keep it brief – K.I.S.S.
What’s Difficult
1. Slowing down to someone else’s
speed.
2. When training it is easier to do it
myself.
3. Slower than expected results
4. Easily get over-committed
5. Don’t handle criticism well.
6. Do not listen well
7. Delegation
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
What Works
1. Clear expectations expressed
2. Brevity
3. Short meetings
4. Rapid responses
5. Results
10
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
INFLUENCE
1. GREATEST CONTRIBUTIONS to the WORKPLACE: Passion, positive
attitude and feedback, building sense of team, out fun animated stories 
2. GREATEST FEARS: Won’t be able to accomplish deliverables in the time
allowed; not being able to achieve the sense of team; team won’t trust me
3. HOW ARE YOU MISUNDRSTOOD? Labeled “Teacher’s Pet” or “Golden
Child”; Emotions can be misinterpreted; lack of clear communication/direction
4. HOW CAN OTHER STYLES BETER RELATE: Please listen to me; please
accept and include me.
What’s Difficult
 Abstract/Subjective
 Communication (Too much and
too litle0
What Works
 Definitive
 Being more aware of audience
STEADINESS
1. GREATEST CONTRIBUTIONS TO THE WORKPLCE: Systematic, harmony;
anti-drama
2. GREATEST FEARS – Conflict; unpredictable; change; failure
3. HOW ARE YOU MISUNDERSTOOD? Viewed as indecisive; not assertive;
indirect
4. HOW CAN OTHER STYLES BETTER RELATE? Listen*, preparation for change
(communication); consistency; dependable; honest; understanding
What is difficult?
 Being assertive outside comfort
zone
 Top/down management style
 Domineering
 Not have time to process
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
What
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works
Collaboration
Kumbaiya
Organization
Consistency
 Relationship with team
 All voices heard
11
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
CONSCIENTIOUS
1. GREATEST CONTRIBUTOINS TO THE WORKPLCE: Awesomeness; accuracy;
thorough; conscientious; fair and pitch in
2. GREATEST FEARS – Dominant “D’s, Errors, analysis Paralysis; trapped in a
room of “I’s”; Disorganization
3. HOW ARE YOU MISUNDERSTOOD? “Over-Analyze”; “Perfectionists”’; Slow;
Indecisive; unfriendly
4. HOW CAN OTHER STYLES BETTE RELATE? Follow the rules, leave us alone so
we can work; need to be positive
What’s Difficult
 Disorganized
 Unclear Goals
 Negativity
 Imbalanced workload
What works
 Opposite items from other column
“Work”
CONFLICT Responses for C
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Defensive
Over power with logic
Diffuse situation – verbal or physical
Vent
Strategize
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
12
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
The Traditionals (1922-1945)
Influential Events:
 Great Depression
 Pearl Harbor
 Stock Market Crash
Core Values:
 Dedication/sacrifice
 Hard work
 Conformity (Team approach, strong norms)
 Respect for authority, loyalty
 Frugal
How to Manage:
 With respect, honor their experience
 Put them in lead positions
Other ideas:
 Good structure, routine direction; clear on budget since they consider frugal
means of operating, make time for them
 Trust, give tasks, face to face
 Clear expectations
 Clear process
 Other tips: Give them room, minimum supervision
 Direct approach
 Welcome their guidance and insight
 Ask them to share their experiences with newer staff
How to Motivate:
 Respect them for what they’re doing
 Draw on their experience and share with the rest of the team
Other ideas:
 Show them their value
 Celebrate their years of service
 Recognition – good work! Laugh at their jokes and stories, make time to
listen to them’; appreciation for showing up
 Job security, pay increases
 Acknowledge job well/hard work in process; parties
 Other tips: Job security, pay, good working conditions
How to Give Recognition:
 Thank them for the things they did (personal, not in front of crowd)
Other ideas:
 Give credit where credit is due
 A simple note – personalize the recognition
 Keep it low key – don’t single out
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
13
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
 Verbal praise, group recognition, paper certificates; nothing costly; food,
asking their advice
 Honor, loyalty, and work ethic, longevity
 Privately
Other: (How to Recruit, Retain, Engage)
 Ask for input from their perspective
 Out of the box recruitment
 Look for unique skills, especially those outside of new technology
Other tips:
 Ask them to lead a project
 Ask them to mentor
 Ask them to assist in their recruitment
 Greeters, volunteer jobs, listen as often as time permits, place in classified as
well as on computer, provide accommodations – remove heavy duty job tasks
 Treat with respect
 Listen
 Value wisdom
 Communicating we use a strong team focus and how we recognize hard work
Retention might not be as big of an issue, stability in process over time,
across team
 Praising people for following norms
 Make sure challenge – training and onboarding
 Generous package, insurance and pay; Work hours – flexibility; Their
experience would be valuable as consultants
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
14
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
The Boomers (1946-1964)
Influential Events:
 Civil Rights Act
 JFK elected and shot
 Woodstock
Core Values
 Optimism
 Team orientation
 Driven
How to Manage:
 Empower them to make sound decisions
 Keep in team concept
Other tips:
 Allow room to be self-directed
 Autonomy
 Positive reinforcement
 Don’t assume they’re incapable of using technology but they might just need
more time/in-depth training; solicit their opinions for developing team
cohesion; solicit and value their negative as well as positive input; value their
life experiences respectfully; value their institutional memory; recognition or
acknowledgement of accomplishments and support; step back and give time
and space for them to absorb newer changes/self-reflection
 Rules are important, More traditional methods
 With respect
 Communicate clearly, directly
 No micro management
 Freedom/independence
 Good direction, then likes space
 Job expectations clear
 Allow them Independence – clear expectations
 Let them lead, don’t assume retiring, keep them in the know
How to Motivate:
 Give goals/show how they fit into the big picture
Other tips:
 Team environment to accomplish common goal
 By not de-valuing their career & experiences; inclusion in change; having 1:1
acknowledgment; challenging/encouraging them to share their knowledge &
perceptions; value seniority; giving them the chance to choose or be involved
in projects and other team activities; practice patience
 Respond more to traditional styles- Maslow’s Hierarchy.
 Present a change as a motivating factor so the job isn’t stale (this depends)
 Lead a transition for their successor
 Challenging, interesting work
 Make them feel like a team – sense of belonging
 Treat with respect
 No micro managing
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
15
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Positive atmosphere
Opportunity to advance and grow, ask opinion
How to recognize:
 Praise-worthy/contribution is unique
Other tips:
 One-on-one – personal praise with sincerity
 1:1 or group acknowledgment; tokens of appreciation; certificates and other
items that show time and effort was put into them
 Recognize service tenure, paying respect for and utilize their experience and
knowledge
 Ask them to mentor, coach, advice
 Like it – to be acknowledged
 Gifts (little rewards)
 Monetary preferred/not public
 Doesn’t need the words
 Other tips: Subtle, work focused
Other: (How to Recruit, Retain, Engage)
 Danish Pastries
 Accommodations/Benefits
 Thank you
Other tips:
 Expertise and knowledge is valued
 Security and opportunity
 Recruit: Give applicants alternate means (email; paper); for applying for jobs
 Retain: Acknowledging contributions and making sure they’re still challenged
and happy: engage them as mentors for new staff: follow above tips
 Engage: Ask their opinions and listen. Possibly implement t some of their
suggestions where appropriate
 To engage – they are willing to share their knowledge
 Ask them questions and try their methods/processes
 Keep work interesting
 Experience in closely related fields
 Harmonious work environment
 Not about money, wants to be busy, valued, positive work environment
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
16
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Generation X (1965-1979)
Influential Events
 Watergate
 Iran Hostage Crisis
 Challenger explosion
Core Values:
 Diversity
 Techno-literacy
 Self-Reliance – independence
 (From influential events above: Fear and distrust -> Complacency)
Note: This generation may have “comic heroes”
How to Manage:
 They don’t want to be talked to like a corporate employee
 Respect individuality
 Clear goals and task they can do independently
 Timelines and checks on progress
Other tips:
 Allow for independence – not micro managed
 Productive – give authority and responsibility – rather than tasks
 Use as mentor for younger/new employees
 Communicate what you need (7 essential elements) and get out their way
(goals, objective)
 Allow flexibility such as work from home, schedule, coach, input
 Autonomy, trust to do the job, no hand holding
 Sometimes “loners” but don’t know where we fit
 No micro management
 Tell them what the objective is…and let them go
 Direct and clear instructions, can self-manage, provide goals, positive
 Give outcome desired (timelines, deliverables, preventative), not necessarily
method of how to do it, allow independence on projects, including flexible
schedules
How to motivate:
 Do it your way
 New Toys (functional tools)
 Moore room to make decision
 Independence
 Ability to have a life beyond work
 Freedom
Other tips:
 Meaningful – authentic – transparency
 Give opportunity for advancement
 Offer team leader duties
 Give more training and responsibility
 Honor/allow additional respect for work/life balance
 Professional development – Opportunity for growth, career path, challenges
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
17
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Learn, feedback, promotion
Family security (time with kids and financial security)
Sincere thank you
Interesting projects
Knowing how you contribute
Feedback and recognition, busy/fast-paced high-productive environment
Leadership if wanted, don’t push if they don’t want it, give opportunity to
express opinions or expertise. Give training and advancement opportunities
How to recognize:
 Acknowledge individual strengths
 Public Atta boy
 Barbecue
Other tips:
 Recognize early and often
 High autotomy and authority Personal/individual appreciation
 Low key – acknowledge contributions, give more challenges
 As a way to reward
 Challenging assignments, training opportunities
 Flex schedule
 Actually look at completed assignments, provide constructive feedback
 Sincere thank you
 Some prefer private or team recognition over individual recognition, like team
vs. individual
 Individually, more private than public, tailor to preferred style (well-defined
by now)
Other: (How to Recruit, Retain, Engage)
 Lots of training opportunities
 Frequent, honest feedback
 Highlight innovation in recruiting
 Allow as much freedom as you can
 Check in early and often
Other tips:
 Flex schedule and tele-work
 Chance to make a difference
 Connect to the greater good
 Benefits/flex schedule/pursue passion
 Vacation time
 Define role
 Offer flexibility in schedules, growth opportunities, independent
 Find driving factor – and feed it
 Great work environment, team, challenging environment
 Keep me in the loop
 Work/life balance
 Recruit – flexibility, leadership opportunities
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
18
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Generation Y (1980-1994)
Influential Events
 9/11
 Oklahoma City bombing
 Technology
 Busy, over-planned lives
 Increased parental emphasis on child rearing
 Video Games
 Economics crisis, service jobs
 College loans a problem
 Living with parents
Core Values
 Optimism
 Civic Duty
 Confidence
 Technology was easy to learn in school, etc.
 Communication style change (electronic)
 Sense of entitlement, materialism?
 Peer pressure to have things
 More relaxed office environment, flex hours
How to Manage:
 Don’t micro manage
 Allow teams/teamwork
 Clear goals
Other tips:
 Autonomy – trust them to know their job and to do it well. Recognize the
“leadership” abilities
 Value their time
 No micro managing
 Specificity
 Clear expectations – no vague – need clarity
 Identify the objectives and give lots of support
 Flex schedule – big deal! No punch card
 Let me use more efficient methods (including technology)
 Trust my strengths
 Need to influence results, more immediate action
 Need to be encouraged
 Give reasons behind requirements
 Positive work environment
 Freedom to accomplish goals in own way
 Flexible, entrepreneurial, Rebellious against structure/rules, change is good
How to Motivate:
 Give them a project with goals and rewards
 Be a hero
 Entice with technology
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
19
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Other
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tips:
Be concise, be consistent
Practice what you preach
Challenge me
Give me respect
Challenging projects
Test with complex tasks
Conveying the company’s expectations and let them figure out their work
style
Opportunity, growth, self-directed
Pull out ideas
Challenged
Changing (short attention span)
Flexible schedules, telecommute options, provide independence, promotional
opportunities,, interesting work
Other tips: Money is not a motivator – want to make an impact
Give back, feeling of success
How to recognize:
 Rewards for everything
 Lots of pats on the back
Other tips:
- Private on low key thank you is enough
- Prefer one on one – not formal acknowledged Instant gratification is significant
Trust – no micro management
Have your/my back, support me
 Genuine, honest recognition – sincerity, viewed as competent, appreciate
investing in my future (training)
 Validation
 Include families
 Group activity, include families
 Other tips: Sincere – value
 Development, training – feeling of success
Other: (How to Recruit, Retain, Engage)
 Recruit through technology/coaching
 Flexible schedules/time off
Other
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tips:
Recruit: Acknowledge known abilities; a position that offers a leadership role
Retain: Opportunities for growth, variety of tasks
Engage: Purposeful goals
Always giving new things – opportunities to promote
Acknowledging the accomplishment
Offer of autonomy
Need for support – sense of urgency
Recruitment: online, apps
Retrain/engage: give them freedom to come up with their own way
(Automated system (no paper) – simple way of doing easier things
Promote me, challenge me, loyal (but not blindingly so)
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
20
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA

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You’ll be working with other bright people
Positive work environment, goals of public service, flexible schedule, family
awareness, good technology
Other tips: Focusing on the culture – “total compensation” – value work life
balance
Generation Z (1995-2005)
Influential Events:
 Social Media Savvy
 Grown up in a world that is all about connecting with technology
 Referred to as “digital natives” or the “net generation”
 Post 9/11 world
 Osama Bid Laden Death
 Set out to make things their own – GOOGLE generation
Core Values:
 Open to change/less concern for accountability -responsibility
 Creative
 Outspoken/Expecting recognition/little tolerance
 “Helicopter parents’ - kid’s ability to internally problem solve?
 Technology, speed, internet, more transient
 Diverse
 Don’t believe in the American Dream
How to Manage:
 Know that work/life balance is important
 Provide opportunity for flexibility in work schedules
 Allow to work in a diverse team, but also offer independent work projects
 Don’t dictate down
 It’s all about collaboration
Other
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tips:
Different areas of standards
Clearly communicate and why
Constant feedback, personalized treatment. Short time lines tasks with
instant results, constant stimulation – less structure, more flexible work
environment
Keep them busy – daily checklist of duties (chores) - their own specific tasks
they oversee or are responsible for
Empower them
Open space. No walls, Collaborative environment
Typically 8-5 work day does not apply
Other tips: Build in face to face interaction
Recognize that they prefer electronic communications
Meet them half way – try to live in their world
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
21
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
How to Motivate:
 Offer independence, challenge and risk
 Giver personalized treatment
 Offer flexible work schedules
Other tips:
 Encourage them to build their professional reputation
 Immediate praise or correction
 Give them freedom to innovate
Give their ideas a chance (pilot processes)
 Flexible house
 Opportunities for innovation and creativity, upward mobility, alternative
workplace arrangements
 Competitions (sales, productivity)
 Give them tasks aligned with their interest
 Let them try new things
 Engage them
 Ownership of project/product. Acknowledge that.
Challenging assignments
 High tech assignments
 Other tips: Top notch technology
 Up and moving – not a desk job
How to Recognize:
 Constant praise
 It has to matter
 Reward the team
Other
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tips:
Promise of promotion
Affirmations of their value
Adopt their suggestions
Acknowledge their contributions and recognize results
Other: Pubic praise, personalized attention
Buddies – peer recognition (kudos)
Public praise
Recognition through social media
Ongoing professional development tuition reimbursement
Other tips: Public recognition
Electronic gifts
Other: (How to Recruit, Retain, Engage)
 Digitally – social media
 Find out personal interests and give work that interests them
 Boundaries are different
Other tips:
 Non-salary benefits – gym, work culture, work environment
 Recruit using technology, Workplace: Highlight innovation and technology,
less rigid, ethnic diversity
 Recruit – open interviews
 Retain - Growth opportunity
 Engage – find out what’s important to them – 5 year or 10 year goals? If
obtaining goals – give them benefit (work schedule, time off, etc.)
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
22
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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Stress fast paced environment (no loyalty, /attention span)
Social media
Change duties – for retraining employees
Video interview/conferencing
Give professional development opportunities/promote
CAUTIONS:
 They may not feel that they have to pay their dues
 The may have little tolerance for those that don’t share their views
 Fear of consequences – not so much
RESOURCES for Generations:
On-line Articles:
Four Generations at Work: Intergenerational Interaction in the workplace by Greg
Hammill http://www.sru.edu/academics/enrollment/Documents/Millennial%20Student%20Pre
sentations/PDF%20Copies/Four%20Generations%20at%20Work.pdf
The Social Librarian: Bringing the Power of Social Marketing to Library Professionals
– by William J. Schroer
http://www.socialmarketing.org/newsletter/features/generation3.htm
Managing Generation Z – Karen Higginbottom -https://www.i-lm.com/Insight/Edge/2013/April/managing-generation-z
What you need to know about Generation z – by Angela Cross-Bystrom http://www.imediaconnection.com/content/27425.asp#multiview
Move Over Millennials – Here Comes Gen Z by Ruth Bernstein http://adage.com/article/cmo-strategy/move-millennials-gen-z/296577/
How Generation Z Works by Lance Looper http://people.howstuffworks.com/culture-traditions/generation-gaps/generationz.htm
39 of the Most Interesting Facts about Generation z -by Dan Schawbel http://danschawbel.com/blog/39-of-the-most-interesting-facts-about-generation-z/
More Generational Resources at www.jandwyerbang/supervisory - look for the
document entitled “Leadership Resources”
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
23
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Leadership Resources
I brought these books to Ellensburg: (*)
*Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
*The 7 Habits of Highly Effective People by Dr. Stephen Covey
*Co-Active Coaching by Laura Whitworth, Karen Kimsey-House, Henry Kimsey-House, Phillip Sandahl
*The 3 Big Questions for a Frantic Family by Patrick Lencioni
*The Advantage by Patrick Lencioni (Why Organizational Health Trumps Everything Else in Business)
*Working with Emotional Intelligence by Daniel Goleman
*Executive EQ – Emotional Intelligence in Leadership and Organizations by Robert K. Cooper, Ph.D., and
Ayman Sawaf
*What Got you Here Won’t Get you There by Marshall Goldsmith
*The New Supervisor’s Survival Manual by William A. Salmon
*Coaching for Performance by John Whitmore
*Coaching Questions – A Coach’s Guide to Powerful Asking Skills by Tony Stoltzfus
*Delegation and Supervision by Brian Tracy
*The First 90 Days – Proven Strategies for Getting up to Speed Faster and Smarter by Michael D. Watkins
*The Supervisor’s Companion by Jeanne Thomas Hugg
*Primal Leadership – Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boyatzis,
and Annie McKee
Speed of Trust by Stephen M.R. Covey and Stephen R. Covey
Great by Choice, Why some Companies Make the Leap and some Done, Jim Collins
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
Leadership without easy answers by Ron Heifiz
It's Ok to be 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
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
24
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
Leadership Resources
(With short overview)
Toastmasters -www.Toastmasters.org
www.Manager-tools.com - - Michael Auzenne and Mark Horstman (Highly Recommended)
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
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
25
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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.
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
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
26
Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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 II – November 18-19, 2015
Jan@JanDwyerBang.com
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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 II – November 18-19, 2015
Jan@JanDwyerBang.com
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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 II – November 18-19, 2015
Jan@JanDwyerBang.com
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Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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.
Great website: Walk the Talk - www.WalktheTalk.com
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
3/7/2016
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Follow Up from Supervisory I1 Class November 18-19, 2015 - Ellensburg, WA
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.
Jan Dwyer Bang
DES Supervisory II – November 18-19, 2015
Jan@JanDwyerBang.com
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