Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
HOMEWORK
(Due April 15, 2015)
1. Take leadership assessment on pages 23-24; identify your
leadership strengths and weaknesses
2. Scan list of “leadership resources” at jandwyerbang.com/Renton
and select 1-2 books that you would like to read
3. Read about “Traditional” vs. “Relational Supervision on pages 27-31
– which style best describes you?
4. Be prepared to share 1 action that you have implemented since the
last class
5. Come to the class with a real-life challenge you would like to be
coached on
6. Read case scenario on page 21 – what would you do? Rank order
the options or create your own choices if you don’t like the options
given.
AGENDA
Day 1
 Welcome/Introductions/Challenge
 Roles and Responsibilities
 Communication Styles
Day 2
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Homework
Communication Continued
Coaching & Motivating
Performance Management
Change
Action plan/revisit challenge
Wrap-up
PARKING LOT
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How can we apply what we are learning in the class in terms of leadership
to our personal lives?
How can we get constructive feedback from our teammates?
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
1
Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
Qualities of Favorite Supervisors:
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Confident
My leads, manager – fairness,
advice
Great listeners
Trusted me let me do own thing
– no mirco management
Passion for her work
Quality
Patience
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Willingness to train and
desire for me to move
forward
They make the job fun yet
encourage productivity
Listener
He wanted you to learn and
was always willing to assist
with learning process
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Listened
Teacher/Coach
Respectful
Encouraging
Patient
My Father – James – Honest,
straight forward
Ability to actively listen
Honesty
Knowledgeable
Positive Suggestions to offer
Resources shared from this class:
-7 Habits of Highly Effective People, Dr. Stephen Covey
-Good to Great, Jim Collins
Resources shared from other classes:
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o
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5 Levels of Leadership – John Maxwell
12 Elements of Great Managing – James Harter, Rodd Wagner
Clear Leadership – Bushe (EQ for Leaders)
Difficult Conversations - Stone, Patton, and Heen (Communication, Conflict)
Fierce Conversations - Scott (Communication, Conflict)
Sitting in the Fire - Mindell (Group conflict –
Seeing Systems - Oshry
The Leadership Experience - Richard Daft
www.manager-tools.com
Leadership without Easy Answers by Ron Heifiz
Toastmasters – www.Toastmasters.org
EAP
Strengths finder 2.0 by Tom Rath
Start with Why by Simon Sinek
7 Habits of Highly Effective People by Dr. Stephen Covey
www.govloop.com
It's Not about the Nail (youtube)
Match A Systematic, Sane Process for Hiring the Right Person Every Time by
Dan Erling
Strenthsfinder 2.0 by Tom Rath
Start with Why - Simon Sinek (Plus TED Video)
5 Dysfunctions of a team by Pat Lencioni
www.Manager-tools.com
One Minute Manager by Ken Blanchard
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
2
Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
How to Overcome Life in the Buffer Zone
(Ideas from other classes)
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Help them speak each other’s languages (board members to staff)
Involve those affected by changes
It can be lonely – find a safe zone
Identify your role with a solid foundation
Own the role
Have a safe support group
Clearly communicate expectations to team
Reasonable goals/expectations of both managers and employees
Listened to team member's venting (Setting a limit to venting) and facilitate
positive discussions
Transparency between levels
Team Norms
One on One's with each team members and your own manager
Learn more about the perspectives from all parties
Transparency - communication - keep employees connected to the overall big
picture. Promotes employee buy in and trust
Find mutually beneficial solution
Expectations
One on One
Knowing who to go to for support
Approachable
Ask the manager how they have handled it effectively
Focus on morale and delegating to worker's strengths
Identify strengths and compromise
Stay adaptable
Frequent and clear communication
Translating vision
Encouraging team participation
Identify barriers/challenges - and how to address them
Setting expectations up and down
Delegation when possible
Time Management
Plan protected time
Involve your employee
Facilitate up and down communications -= clear and defined expectations
First loyalty is to your peer team
Explain the "why" and get the employees buy-in
Clear expectations - to management - for employee - from management to
management
Open to feedback loop
Clear definition and chain of command
Equal and fair treatment: Everyone's option is valued
Keeping the proper overall perspective (Mission first - people always)
Understanding expectations (Both ways)
Seeking feedback about staff to improve performance
Good translator/interpreter
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
3
Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
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Coming in early - leading by example
Reestablished new working relationships
He was doing the work - hands on
Being Fair
Careful to not emotionally react
He made his needs know to his supervisor
Addressing the issue
Honed organizational skills - time management
Address things neutrally
Focus team on the same direction
Listening to your team members
The buffer zone provides an opportunity to share the big picture view
Be an Insulator/Filtering messages
Navigating through the fog - filter the messages - discuss what they need to know in unit
meetings
Notice the team and what's happening to them - be an advocate for your team
Find a peer for yourself
7 Things every employee needs to know:
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Obective
Duties
Accepted methods
Performance standards
Improvement
Policies
Team Norms
Best way to Enhance Communication/Leadership/Public Speaking Skills:
Toastmasters - www.ToastmastersInternational.org
Quotes:
Leadership and learning are indispensable to each other.
-John F. Kenney
Make everything as simple as possible but not simpler.
-Albert Einstein
Everything rises and falls on Leadership.
-John C. Maxwell
We all can be leaders because we all can influence others and add value to their lives.
-John C. Maxwell
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
4
Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
Communication Styles
DIRECT
1. 3 Strengths – To the point, clear/action – challenge ourselves, time
saving efficient
2. 2 Weaknesses – Intimidating/aggressive (“email”) – miss small details
3. Others don’t know – We do care
4. Need from the team to be effective? Don’t take it personal
5. How like to be communicated with – Direct!
TALKING
1. 3 Strengths – Positive, motivating, approachable
2. 2 Weaknesses – Distracted and Distracting, poor time management
3. Others don’t know: - Get strength from others, we don’t communicate
our best in writing
4. Need from the team to be effective: Sincere relationships
5. How like to be communicated with – Verbal
SINCERE
1. 3 Strengths – Caring, good listeners, approachable (people person)
2. 2 Weaknesses – Take longer to make decisions, avoid conflict (before
gathering all information)
3. Others don’t know – We are not weak just because we care about
people; we do stand up for what we believe
4. Need from the team to be effective – Loyalty, personal connections,
positive affirmation
5. Preferred communication: Communicate with respect and with
friendliness. Treated as a human being
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
5
Follow UP – Supervisory Essentials 1 – City of Renton
(Follow-up from April 9 2015 Session)
ORGANIZED
1. 3 Strengths - Accuracy, (reduce risk), efficiency, preparedness,
clarity/vision
2. 2 Weaknesses –Cautious/too slow/methodical, lack sense of urgency
3. Don’t know about the style: Style is highly effective/confident –
sometimes people don’t know we’re processing big picture
4. Need from the team to effective: Clear/concise information, extra
context
5. How like to be communicated with: Face to face – what, why, where,
when, why
STYLES and CONFLICT
How Direct
Engages in Conflict
How Talking
Engages in Conflict
Behaviors:
 Speaks up
about
problems
 Addresses
issues head on
 Sticks up for
own rights
Behaviors:
 Expresses feelings
 Shows empathy
 Talks through
issues with others
Healthy to
unhealthy:
 Feeling like
they are not
being
respected
 Feeling like
they have no
control or
leverage
Healthy to
unhealthy:
 Feeling like they
are not being heard
 Feeling like they
are being
personally attacked
Jan Dwyer Bang,
Supervisory Essentials 1 – City of Renton
Follow up April 9, 2015
3/9/2016
How Sincere
Engages in Conflict
Behaviors:
 Listens to others
perspectives
 Encourages
harmony
 Offers Compromise
Healthy to
Unhealthy:
 When others are
forceful or
aggressive
 When they worry
that others’
feelings are being
hurt
How Organized
Engages in conflict
Behaviors:
 Focuses on logic
and objectivity
 Skeptical of
unproven ideas
 Wants times to
think on his/her
own
Heathy to
Unhealthy:
 Feeling like their
competency is
being called into
question
 When others are
emotional or
overly dramatic
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