Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Qualities of Favorite Supervisors/Leaders:
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Super Organized
Loved his job - was
enthusiastic about it - it was
contagious
Always positive
Good communicator
Written procedures
Very fair
Very humble, positive
Made me want to be better
Held staff accountable - plays
by the rules
Worked with the rest - of
workers - motivated them
They were willing to admit
they didn't have all the
answers
Communicated well
Matter of fact - always told
you what was up
Rewarded people for
accomplishments
Knew what was doing AND
listened to your opinions made you feel like an integral
part of the organization
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Very direct - told what
needed to be done and
recognized good
performance
Values my opinion - ask
for my opinion
Energetic
Values my perspective agree to disagree
Great at teaching
Helped with pitfalls at
working with the public
Provide constructive
criticism
Backs crew
Liked him/ respected him
Treated me fair and firm
Always there - helpful
Integrity -always doing
things for the group
Made good money
Someone who does not
micro manage
Recognizes things done
well
Had the ability to not get
angry when listening maintained calm
demeanor
I know the direction the
team/dept is going - I
know the priorities
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Respects you
Did fun things
Deals with things immediately
Dealt with poor performance
Straight forward
Good communication skills
Made things a learning
experience
Kind and gentle with crew
Strong lady - confident and clear
Fair
Had political influence and
wealthy - but was humble
Built trust - positive attitude
Had enough trust in me
Open communication and team
building
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This statement was shared at the WCIA Tukwila class:
"If our paths didn't cross - wouldn't be where I am today"
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TOPICS
Interviewing - 1
Communication - 5
Coaching - 4
Performance Culture - 4
Motivating others - 8
Recognition - 1
Delegating - 1
Pseudo Supervising as a bargaining nit member - 2
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
1
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Insights & Actions from Day 1
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Identified supervisory skills
One-on-one's
Emotional Bank Accounts
Team Norms
7 elements every employee needs to know to be successful
Supervisory Tips
Insights & Actions from Day 2
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Review their own interview questions - re-evaluate based on behavioral -based
interview questions
Self discovery
Direct was perceived as "grouchy" - but really about being focused
Past behaviors dictates future behaviors
Listening blocks
Leadership Self-Assessment
61- 85 - with a cluster of the scores in the 70's and high 80's (19-95)
ASSERTIVE COMMUNICATION
Assertive communication is:
o D = Direct
o H = Honest (not rude)
o A = Appropriate
o
Also is a "give and take" - assertive communicators both give (their opinion)
and listen (take in the opinions of others)
o
Also it is when we stand up for ourselves in a way that does not infringe on
the rights of other people
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
2
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Coaching Questions can be categorized in these "buckets":
Issue
Limitations or
Constraints
Options
Action
Background
What's your challenge?
What is your desired
outcome?
What are the policies?
What resources are
out there?
What action will you
take?
What factors
contributed to this
problem?
What have you tried so
far?
When will you do it?
Why do you think it
didn't work?
Sample Coaching Questions
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What is the issue? How can I help you?
What have you done to address this?
What other steps do you think are necessary?
Why do you think that didn't work?
When you applied these steps, what was the outcome?
Sample Team Norms: (from another class)
"Don't hog, frog, or bog!"
Leadership Resources
(Mentioned in class - along with short overview)
Toastmasters - www.toastmasters.org (Toastmasters meets every 5:15-6:15 pm at
Holman building - Ben is a member)
The 21 Irrefutable Laws of Leadership: Follow them and People will follow
you - John C. Maxwell John C. Maxwell is an internationally respected leadership
expert, speaker, and author who has sold more than 19 million books. He is the
founder of EQUIP, a non-profit organization that has trained more than 5 million
leaders in 126 countries. Read his blog at JohnMaxwellOnLeadership.com. From a
customer's review: The 21 Irrefutable Laws of Leadership gives you a great starting point
for learning. At the end of each chapter there's a section on applying this lesson to your life.
There's also a law (number 3) called "The Law of Process" that reminds you that "Leadership
develops daily, not in a day." There's excellent use of stories and examples, which will help
you learn and understand. Key points are highlighted throughout the book. The writing is
smooth and easy to read.
The Road to Organic Growth - How Great Companies Consistently grow
market share from within by Edward D. Hess A rigorous two-year study of the
top 800 value-creating public companies found that growth generated
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
3
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
internally through a commitment to customer satisfaction, employee engagement,
and profitability resulted in consistent employee retention, stock value
improvements, and better returns on investment. In The Road to Organic Growth,
Edward Hess shares the full results of his breakthrough study, providing fresh, and
often-surprising perspectives on what it really takes to foster organic growth. Using
instructive examples from leading companies such as SYSCO, Best Buy, Tiffany &
Company, Outback Steakhouse, and Stryker Corporation, Hess reveals the strategies
these trailblazers used to achieve long-term growth from within.
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.
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).
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=PLqLKyaZ3Z6wtIerREdezCY7gS
Jtygd5gs
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.
www.Manager-tools.com - Michael Auzenne and Mark Horstman (Highly
Recommended)
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
4
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
The One Minute Manager Meets the Monkey by Ken Blanchard and Jr.
William Oncken and Hal Burrows. When a person goes to the boss with a
problem and the boss agrees to do something about it, the monkey is off his back
and onto the boss's. How can managers avoid these leaping monkeys? Here is
priceless advice from three famous experts: how managers can meet their own
priorities, give back other people's monkeys, and let them solve their own problems.
Blunders in International Business by David A. Ricks We often hear of business
success stories; it seems that everyone is willing to relate past successes. However,
unless these tales are absolutely incredible, we tend to forget them and consequently
learn little of value. Mistakes, on the other hand, are seldom admitted, are easily
remembered, and can be used to illustrate valuable lessons. Expanded, but
conserving its well-liked, concise format, it also includes more than fifty new
international business blunders, featuring well-known corporations such as American
Express, McDonalds, Toyota, GM, Sharwoods, Jolly Green Giant, Bacardi, Puff, AOL,
BMW, and many others. David Ricks continues to uncover many informative,
entertaining blunders that will make this book hard to put down.
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!
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.
Good to Great - Why Some Companies Make the Leap..and Some Don't by,
Jim Collins Five years ago, Jim Collins asked the question, "Can a good company
become a great company and if so, how?" In Good to Great Collins, the author
of Built to Last, concludes that it is possible, but finds there are no silver bullets.
Collins and his team of researchers began their quest by sorting through a list of
1,435 companies, looking for those that made substantial improvements in their
performance over time. They finally settled on 11--including Fannie Mae, Gillette,
Walgreens, and Wells Fargo--and discovered common traits that challenged many of
the conventional notions of corporate success. Making the transition from good to
great doesn't require a high-profile CEO, the latest technology, innovative change
management, or even a fine-tuned business strategy. At the heart of those rare and
truly great companies was a corporate culture that rigorously found and promoted
disciplined people to think and act in a disciplined manner. Peppered with dozens of
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
5
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
stories and examples from the great and not so great, the book offers a wellreasoned road map to excellence that any organization would do well to consider.
Like Built to Last, Good to Great is one of those books that managers and CEOs will
be reading and rereading for years to come. --Harry C. Edwards
WCIA Training - (Dealing with Unions, etc) - Contact Patti Crane at
PattiC@WCIAPool.org.
OTHER LEADERSHIP RESOURCES from WCIA Supervisory Training Classes:
Ian Hill - Leadership in Changing Times - Web-based - 1-year long training
course
http://74.54.206.242/~changing/apwa/index.php/apwa/course_all
o
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3 Distinct Tracks (For executive management/emerging leaders/frontline
employees)
A process that supports the people, departments and communities for change
If you have questions, contact Rod Steitzer - rsteitzer@kirklandwa.gov
Agreements Dynamics - Rhonda Hilyer - Success Signals
http://www.agreementdynamics.com/Training.html
o
Success Signals is a highly acclaimed book, public television program, and
workshop offered by Agreement Dynamics, Inc. If you want to build rapport and
get more out of your interactions with others, this approach is for you. Using
Success Signals, you will discover how easy it is to communicate to get more of
what you want from others
For more information about Rhonda Hilyer:
http://www.agreementdynamics.com/Professionals.html#TXTOBJ7DA201C6213
8AB0
o
If you have questions about the material, contact class-mate - Allison Spietz ali.spietz@mercergov.org
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.
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
6
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
People Styles at Work ...and Beyond: Making Bad Relationships Good and
Good Relationships Better by Robert Bolton and Dorothy Grover Bolton
(5/28/2009)
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. This book reveals the
strengths and weaknesses of four different people styles with practical techniques that
work on the
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.
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
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
7
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
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.
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 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.
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)
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
8
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
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 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.
Check out C-Span Book TV - http://www.booktv.org/ to watch authors discuss their
books
Other Leadership Resources
o Emotional Intelligence class (Fish and Wildlife - HR - Cindy Colvin)
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Motivational Interviewing - Helping People Change (Miller and Rollnick)
The Happiness Advantage
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
9
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
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Human Dimensions in the office (Staci Groeschell - South Puget Sound
Community College)
John Maxwell - 15 Invaluable Laws of Growth and 21 Irrefutable Laws of
Leadership
Crucial Conversations
The 8th Habit- Dr. Stephen Covey
The Power Of Ted by David Emerald
SPEED OF TRUST
Leadership and Self-Deception - Arbinger Institute
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
DRIVE - The Surprising Truth about what Motivates Us - Daniel Pink
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
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
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,
Note: More than a Gut Feeling III - by Coastal Video
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
10
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
7 Things every employee needs to know:
1.
2.
3.
4.
5.
6.
7.
Obective
Duties
Accepted methods
Performance standards
Improvement
Policies
Team Norms
How to deal with the Buffer Zone
o
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Good communication - translate the purpose.
Don't forget where you came from and what it felt like
Convey your team's ideas as well
Listening skills
Communication
Give self value
Trust employee's skills, knowledge, talents
Be professional (both upwards and downwards)
Clearly communicate top management's goals to employees being supervised
Be a mediator
Not to set unrealistic expectations for yourself
Sometimes you will have to say "no"
Remember you are the "face" of the organization
OTHER WAYS:
o
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Success = means letting go - become comfortable with delegating
Have transparency
Clear organization goals/expectations
Communicate to upper management
Provide information to staff
Keep lines of communication
Open Communication
Need to make clear lines of expectations and hold them
Support the leader(The main leader)
Be clear "This is what I need you to do - honesty and transparency" (The Bad way is to
undermine from top - provide no support).
Have to communicate constantly
Coming in early - leading by example
Reestablished new working relationships
He was doing the work - hands on
Being Fair
Careful to not emotionally react
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
11
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
o
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o
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
o Be an Insulator/Filtering messages
o Navigating through the fog - filter the messages - discuss what they need to know in unit
meetings
o Notice the team and what's happening to them - be an advocate for your team
o Find a peer for yourself
Best way to Enhance Communication/Leadership/Public Speaking Skills:
Toastmasters - www.ToastmastersInternational.org
Quotes:
Agency's Reality/Employee's Reality/Your Reality
Acknowledging - Not Indulging
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
Stages of Group Development
1.
2.
3.
4.
5.
Forming - Leader directs
Storming - Leader coaches
Norming - Leader facilitates and enables
Performing - Leader delegates
Adjourning - Leader recognizes team's results
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
12
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
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
1.
2.
3.
4.
Denial
Resistance
Exploration
Commitment
Tips on Managing Change
o
o
o
o
o
o
o
o
o
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
Tips for New Supervisors (Page 11 in Manual)
(Your ideas)
1.
2.
3.
4.
5.
6.
7.
8.
9.
Plan and prioritize team tasks - Weekly/Daily meetings, communicate with all members (email,
face to face, phone), know and follow established procedures and laws
Delegate to help manage your workload and develop your team members - Cross train, share
knowledge
Follow up on delegated tasks to make sure team members have the guidance they need Check-in before deadline, throughout timeline, set time line and deadline, start together/outline
steps
Learn to identify and prevent recurring problems. - Keep records, documents, and discuss, team
work to establish procedures, communicate
You don't need to have all the answers - foster ideas from others. Ask for ideas, ask how they
have dealt with the situation before, and give scope of work. Let them do it their way.
Be accessible to your team. - Open door policy, open to any problem. Confidentiality will be
respected. Talk to people one-on-one
Learn to take advantage of "coachable moments - Throw out ideas for people to improve on,
when something goes well give kudos and talk about how it worked with others
Resist temptation to step in and take charge - if you do, you will be depriving your team of
valuable learning opportunities. Let them roll with their ideas. Avoid public coaching.
Communicate decisions from management and help your team understand the reasons behind
decisions that directly affect them and how they work. Listen to the team's concerns and
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
13
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
10.
11.
12.
13.
14.
15.
16.
input. - Explain purpose of the decision made and how the decision affects them. Written
reasons of how, what, why, when. Status meetings. Give and take on ideas
Communicate ideas from your team upward to management. Persuasively communicate your
team's point of view. Meet with employees prior to management meetings - their input record
of work plan and objectives
Encourage teamwork. Help your team members to identify conflict and take steps to resolve it.
Identify strengths and weaknesses/personalities - team building, lead by example, explanation
and breakdown of team dynamics, control and accountability
Model the behavior you want. Lead by example. Awareness of others' demeanors, actions,
body language - teachable moments, awareness of generational differences
Set clear expectations; discipline effectively. Be sensitive to the team member's individual
situation and be sympathetic but fair. Leave personal issues at home; try to keep
personal/professional separate. Offer EAP/resources
Give recognition and praise for work well done. Recognize every improvement n matter how
small. Thank employees for a good job - even when a small part of job relates to big picture recognize - have reachable goals
Have team members share their skills with others. Teach skills in small batches, partner
employees with higher or different skill set
Develop your team to be self-supervising. Make accountable - delegating; empower employees
- clearly communicate
Supervising Peers
o Establish boundaries
o Balance
o Avoid favoritism
o Respect each other's role
o Clearly explain the "new" relationship
o No favoritism
o Minimize social aspect of relationship
Supervising those Younger than you (Or inexperienced)
 Be consistent with the organization (Clarify system goals)
 Stair step into the organization (Re-emphasize team goals or impact)
 Assign a mentor (invest in the employee)
 Point out rules and policies
 Pout out growth opportunities
 Highlight the good when it happens and how they bring something to the team
 Listen may be a good idea or use as a brainstorming opportunity - explore before move on - what is
the sticking point
 Careful to explain the "why" / history and communicate - not just shut down.
Managing Older People: (Or experienced)
o
o
o
o
Earn their respect and show them respect
Foster information
Using the resources
Listening and hearing
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
14
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
o
o
Many times younger generation is more technology driven- and the older
generation is more "knowledge-driven" - tap into the strengths of the
"knowledge" that the older people provide.
Express gratitude for their contributions
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 (And create objective form - what does a
successful interview question look like? Provide a format for the panel members to follow)
4. Ask Rapport building questions
5. Share agenda; take notes; describe the job
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 (based on objective measurements)
How to Create a Performance-Based Culture
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Give promotions
Good communication and on-going feedback
Better they look - the better they make everyone look
Cresting and communicating standards
Establishing clear expectations
Visual management - (Post team goals and status)
Team norms
One-on-one meetings
Evaluations
Orientations for new employees
Mentor
Coaching
Support - tools and resources
Recognition
Poor performance is dealt with
Training
o
o
o
o
o
Importance of team and the value of being part of a major project
Set goals
Let standards be known
Figure out exactly what you will measure
Hold people accountable
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
15
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Problem Solving Processes
Steps in Problem Solving
1. Identify the problem
2. State the problem
3. Collect relevant information
4. List possible options
5. Assess impact of options
6. Select the desired result
7. Choose one solution
8. Plan for implementation
9. Implement
10.Check for results and evaluate
Other Problem Solving Processes:
o
o
o
The 5 Why's
Fishbone Diagram
Separating the Problem (Cause) from the Solutions in Team Meetings
PRINCIPLES OF RECONITION
1. Specific/Personal (to the employee or task)
2. Timely/ Award needs to follow accomplishments quickly
3. Appropriate
4. Fair/Balanced/sincere
5. Recognition must be relevant to business and recognizable
6. Must have meaning to staff - (e.g. staff votes)
7. Transparent process to show fairness
8. Sincere/meaningful
9. Personal (Individualized, how the person wants it delivered)
10. Consistent and fair
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
16
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
YOUR Recognition Ideas
Kudos box - little
positive written
notes
Public recognition meeting
Treats
gold stars
Rotate staff to
attend
management
meetings
All-staff meetings
Monthly drawing
from name - gift
card
Positive meeting
record
Empl9oyee
barbecue
rotating trophy for being awesome
Free hugs - after
asking
Mugs and group
recognition (very
seldom)
Certificates
Letters of
commendation
Atta boy wall
Parking place
Employee of the
year
thank you cards
Pot luck
thank you emails
gift certificates
Competition award
Monthly - good job
cards - gift card
employees
recognize peers
certificates of
appreciation
Employee
association
Christmas party
Parking space
Boss buying lunch
Donuts in morning
whole department
award for cost
savings (blood out
of the turnip)
flex time/time off
City breakfast
"Sears" bucks
Recognition
presentations
Appreciation lunch
Appreciation event
Points redeemable
for "goods"
new work
equipment
Smile
treats
Certificates of
appreciation
Star cards
Doughnuts/Spud
Nuts
Photo with Mayor
Messy hair day
Use work day to
volunteer
somewhere
Bring dog to work
day
Pot-lucks
Lead a meeting
Group hugs
Get pets in the
workplace
Kudos in local
paper
Bring kids to work
day
Fruit baskets
Years of
service/longevity
award
Wellness time
Barbecue
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
Verbal recognition
emails of thank
you's
atta boys - verbal
praise in group
setting
Employee of the
month parking spot
Get the best city
car of the day
Casual attire day
Park day - play at
the park
Plants in the
workplace
City Medallions
Carnival
17
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Recognition Ideas (From the Snoqualmie WCIA class)
Pumpkin Derby
Donkey Basketball
Auditor Choice Awards
(Track funny stories, give
awards for the best
stories)
Employee Recognition
Back Hoe Rode
White Elephant Gift
Exchange
Happy Hour
Recognition Pins/Medals
Wellness Walks
Wellness Programs
Bee something good
certificate
Came to work - that is
recognition!
Christmas potluck/Gift
exchange
Acknowledge employees
and their accomplishments
Inter-department contests
Candy/Gift/Treats awards
Secret Pal
Ice Cream (on hot days)
Verbal Thanks
Awards Banquet (i.e., no
accidents 5 years - receive
$100)
Let them have a voice
Wellness Committee drawing $50 if no work
missed quarterly
Spur of the moment coffee
buys/vending machine
buys
Spring Daffodils
Non-Work events (i.e.
Golf//Bowling)
Luncheons
(Birthdays/special events)
Monthly
Anniversary/Birthday
You Rock Award
Christmas Breakfast
Birthday Card/Cake within
Office
Thanksgiving Potlucks
Family Christmas Potluck
City-Wide
Flex Schedule
Monthly Birthday Parties
Employee of the ______
(Parking Spot)
Brainstorm incentives
Newsletter Recognition
Leaving Early (Recognition)
After work - Family get
together
Remembering Birthdays
and Anniversaries - special
events
Barbecues
Yearly Employee
Appreciation
Good Guy Award
Paycheck/Benefits
Homemade goodies
Thank you at tend of the
week or each day
Chili Cook-off
Manager's host Barbecue
Poker Walk
Food drive/Charity Work
Recognition Ideas from Tukwila Class
Posting on email
on the bulletin
board from others
recognizes the
employee
Atta Boy on emails
BBQ
Good calls
acknowledged staff
meetings
Monthly
recognition for
employee of the
month with a
trophy that was
passed on each
month
Kudos flag
mention at
monthly meeting
Birthday cake
Off 1 hour early
"All-star" email
Birthday cards
"Thanks a lot award"
Monthly pot
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
Birthday cards
Rock star - a star
with your name for the month - on
the bulletin board
(they get a rock
star drink)
High-fives (with a
verbal great job)
Announcement of
18
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
lucks/joint with allstaff meeting
Quick awards
Work Anniversary
recognition at staff
meeting
Group
Recognitions:
white elephant,
managers
breakfast, annual
celebration - kudos
Monthly staff
meetings
recognizing years
of service &
Birthdays
Anniversary cards
When a supervisor
recognizes an
employee in front of
another supervisor
or upper
management
End of year award
- identify unique
contributions by
each employee:
make it fun!
Simple certificates
Bike to work
month
goals achieved
during a period of
time
Individual (years of
service awards chili cook off
champ)
Birthday lunches
Personal thanks
Birthday cards
Having the team
recognize how
teammates have
helped them
(floating award the next team
member is
selected by
previous winner)
Coffee cards
Annual Awards
ceremony
Gift and
handwritten note
from city manager
for work
anniversary
Trophies for
meeting individual
goals
Extra day off
Reward training
Agency awards
Compliments or
positive feedback
on work product
Boss does your job
- fills in for you
Additional "casual
dress day" (Believe
it or not, Big Deal!)
Dinner parties with
themes
Kudos coin
Attendance awards
Birthday/Anniversary
cards
Dispatcher of the
month and year
Officer of the month
award
One on one time
with boss
Discuss job well
done at meeting
Directors dish-out
"Star Board" when
you see an
employee handle a
good call
Anniversary
acknowledged
(years at job)
Decorating each
month with a new
theme
Simple thank you
A thank you note for
a "good job" left on
employee's keyboard
Star above their
cubicle
Staff Recognition
at city council
meetings
Passing the
recognition coin
Taking the time to
thank people for
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
Pizza Party for
meeting production
goals
Acknowledgement
at roll calls
Cards
"The Bachelorette"
Game
Star board
Tell them!
Building a better
mouse trap award
19
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
their specific
contribution
Employee
Recognition box
for each director
with thank you
notes, gift cards,
etc
Day off with Pay
OTHER IDEAS
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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
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 WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
20
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Recognition Ideas (From other classes- Continued)
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 WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
Balloons
Flowers
21
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Recognition Ideas (from other classes - continued)
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
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
o
o
o
o
o
o
o
o
o
o
o
o
o
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
o
o
o
o
o
o
o
o
o
o
o
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- Continued)
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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 WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
22
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Communication Styles
Direct - "We are #1"
1. Strengths: Get the job done, people know where we stand, people go to us to
get things done, /reliable, honest
2. Weaknesses: Too blunt, not enough small talk, don't listen well, can be viewed
as being rude
3. Something others don't know: We are not trying to be rude "This IS my
happy face"
4. How do you like to be managed? Task oriented- give me the parameters and
let me do my job
5. What do you need from the team to be effective? Everyone on the team
needs to do their part. They need to communicate their needs.
6. Best way to communicate with this style: Direct/honest - no games
7. Most Challenging style: Talking Style - Why? Takes more time (slow down) and Sincere style (takes more time) need to slow down
Talking Style 1. Strengths: Excellent communicators. Build relationships - rely on talking to
persuade. Positive atmosphere. Not afraid to be a public speaker. Outgoing
2. Weaknesses: Not going to write - would rather talk. Poor listening skills, Tend to
be an interrupter. Might be seen as not serious. Outgoing. Dysfunction: Will likely
clash with organized style. Try to make people like you too much - may not take
corrective actions as a leader - talk everything to death
3. Something others don't know: Hold a lot of insecurities that do not "show" sometimes confidence is an act.
4. How do you like to be managed? Not micro managed. Want to be involved in
decisions. Want boss to be direct.
5. What do you need from the team to be effective? Input - feedback. People
to be honest with opinions. Open mindedness. We want people to talk to us.
6. Best way to communicate with this style: Face to face.
7. Most challenging style? Wait/think before talking - maks us have trouble with
Organized and Sincere styles. We are fact to decide! Slow down ...and wait
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
23
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
Sincere 1. Strengths - Listening, not talking too much, concern for others, team player,
relational, detail-oriented, multi-tasker
2. Weaknesses - Fixer, pleaser, methodical, squirrel/shiny, multitasking while
watching squirrels...dysfunction - slow to adjust and react
3. Something others don't know about this style? We are in control and
strategic l
4. How do you like to be managed? Asked not told, included
5. What do you need from the team to be effective? Input from al parties,
positiveness/loyalty
6. Best way to communicate with this style: Honest, straight forward, direct,
non aggressive
7. What is our most challenging style? Talking Style - too much information
not necessary, debaters, to do better - keep focus and have goals set
Organized Style 1. Strengths: Expectations are clear, detail-oriented, easy to trust with job tasks,
don't require micro managing, good in crisis situations
2. Weaknesses: - Hard to make a decision without facts. Rely on procedures
3. Something others don't know about this style:
we think a long time before speaking
Unexpectedly calculating,
4. What is the best way to manage this style: Very little - as long as
expectations are clear
5. What do you need from the team to be effective? Know what they need to
do and do it. Self-sufficient. Good communications with no surprises
6. What is the best way to communicate with our style?
respect, and clarity and details Open/honest, actively listen
With dignity and
7. What is our most challenging style? Talking style - can come across as
unorganized. (Rephrase what they say for clarification). Sincere style - need time
and attention (Allocate time and be gentle)
Discussion Notes:
o For ANY style, Toastmasters is a great resource to recognize and appreciate
other styles - www.Toastmasters.org
o Some styles - need time to process and reflect (Sincere and Organized) make sure to honor what they need - perhaps ask them questions
Jan Dwyer Bang
DES Supervisory 1 Class WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
24
Follow Up from Supervisory 1 Class July 9-11, 2013
(WCIA - Ellensburg Location)
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 WCIA- Ellensburg Location (July 9-11, 2013)
Jan@JanDwyerBang.com
3/7/2016
25