The Keys to Effective
SUPERVISION
© Copyright EADS Day Services 2014
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
POP
QUIZ
!!
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Role of the Supervisor
Hire
Fire
Train
Delegate
Direct
Evaluate
Coach
To what end?
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Diagnosing Performance
Problems
What are the two possible explanations for
unsatisfactory performance?
What’s causing the problem?
Is the employee unwilling or
unable to do the job?
Unwilling
Unable
 Defiant
 Unaware
 Dispirited
 Unskilled/Untrained
 Afraid
 Unequipped
 Unaligned
 Unauthorized
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Managing Performance
Four ways to modify behavior:
 Positive reinforcement
 Negative reinforcement
 Extinction
 Punishment
Managing Performance
Four ways to modify behavior:
 Positive reinforcement
– Link the target behavior to a positive
experience
 Negative
reinforcement
 Punishment
 Extinction
Managing Performance
Four ways to modify behavior:
 Positive reinforcement
 Negative reinforcement
– Link the target behavior to the
cessation of a negative experience
 Extinction
 Punishment
Managing Performance
Four ways to modify behavior:
 Positive reinforcement
 Negative reinforcement
 Extinction
– Eliminate the positive experiences
linked to the target behavior
 Punishment
Managing Performance
Four ways to modify behavior:
 Positive reinforcement
 Negative reinforcement
 Extinction
 Punishment
– Link the target behavior to a negative
experience
Punishment
Appropriate for
 Establishing behavioral boundaries
 Exterminating intolerable behaviors
Limitations
 Interferes with problem solving
 Does not persist
 Builds resentment
 Limited effectiveness
Punishment
Punishing is difficult to do well. Punishment is an
extremely powerful consequence for all living
things…[it] can produce extremely rapid, strong,
and memorable changes. The problem is that
effective punishment demands certain
requirements. The research clearly shows that
effective punishment must be:
1) immediate (right now!)
2) intense (the biggest possible stick)
3) unavoidable (there is no escape) and
4) consistent (every time).
If you cannot deliver punishment under these
conditions, then the punishment is likely to fail.
-- Reinforcement Theory
Managing Sam’s Performance
Positive reinforcement
Negative reinforcement
Extinction
Punishment
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
What do these have to do
with productivity?
Motivation
Productivity
 Motivational
Theories
– Least Effort
– Theory X and Theory Y
– Equity Theory
– Expectancy Theory

Motivational Theories
– Least Effort
 Living
things seek to expend the least amount of
effort necessary to meet their physical needs.
– Theory X and Theory Y
– Equity Theory
– Expectancy Theory
 Motivational
Theories
– Least Effort
– Theory X and Theory Y
 People
have a basic need for achievement
and want to do good work
– Equity Theory
– Expectancy Theory
 Motivational
Theories
– Least Effort
– Theory X and Theory Y
– Equity Theory
 People
compare their efforts and rewards to
the efforts and rewards of others
– Expectancy Theory
What are the ramifications of the
equity theory for the workplace?
 Motivational
Theories
– Least Effort
– Theory X and Theory Y
– Equity Theory
– Expectancy Theory
 The
motivation to perform a task is a
function of the perceived likelihood of
success and the likely consequences of
success or failure.
What are the ramifications of the
expectancy theory for the workplace?
What are strategies for motivating
employees to take on challenging
assignments?


The most effective motivational technique
is positive reinforcement
The most powerful positive consequence is
Personal Significance Reinforcement:
– The work I do is important
– I can see my progress
– People that I care about AND that care
about me notice if I do my work well
Personal Significance Reinforcement
(Work that makes people feel important.)
Characteristics of a Motivating Job:
– Employee feels personally responsible
for the work
– Outcomes that are meaningful
– Feedback on accomplishments
Do I know what is expected of me?
Do I have the materials and equipment I need to do my
work right?
At work, do I have the opportunity to do what I do best
every day?
In the last seven days, have I received recognition or praise
for doing good work?
Does my supervisor, or someone at work, seem to care
about me as a person?
Is there someone at work who encourages my
development?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my
job is important?
Are my co-workers committed to doing quality work?
Do I have a best friend at work?
In the last six months, has someone at work talked to me
about my progress?
This last year, have I had opportunities at work to learn and
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Self-Verification
All human beings have an intense need
for self-verification – to have others see
us as we see ourselves.
If the need for self-verification is not met,
the relationship is doomed.
Self-verification and diverse
work groups



If self-verification is not achieved early
(within ten minutes), diversity
undermines group performance.
If attitudes are negative or neutral:
more diversity = more
homogenization.
If attitudes are positive: more
diversity = more individuation.
Self-verification and diverse
work groups
Strategies to foster self-verification:
 Create
opportunities for selfdisclosure
 Train
teams to make unanimous
decisions
 Train
people to look for the individual
I am not a color.
I am not a religion.
I am not a country.
I am me.
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Alignment
Alignment
 Do
employees know which
way the organization is
headed?
 Do
they agree?
 How
committed are they to
the organization’s mission?
Aligned With:
•
Customers/Clients
• Donors
• Other Stakeholders
• Supervisor/work group
• Senior Management
What are some reasons why
management might take
actions that appear stupid?
What are some reasons why
management might take
actions that appear stupid?
You have information
management doesn’t.
Management has information
you don’t.
How would you rephrase it?
To an employee denied a raise.
I did the best I could.
When asked about a program change you don’t agree with.
I don’t understand it either.
Once achieved, alignment must be
attended to constantly.
Entropy: the tendency for
the disorder in a system
to increase without
investment of additional
energy.
(Second Law of Thermodynamics.)
Agenda
 Housekeeping
 Role
of the Supervisor
 Managing People
– Behavior Modification Techniques
– Motivational Theories
 Building
Teams
– Leveraging Diversity
– Building Alignment
– Leading from the Middle
Why the middle?
 Because:
– It brings people together
– Facilitates conversation
– Lets them see you walk the talk.
– Gives you the best vantage point
– Makes it easiest to maintain alignment
Medal of Honor Leadership
 Here’s
what’s happening.
 This is your role.
 You can do it.
 What do you need?
 It’s going to be okay.
Leading Change
 Keep
doing what you’re doing, plus
one new thing.
 Here’s what I’ll be doing.
 How else can I help?
 How’s it going?
 Difference
between manager and
leader
 Jim Collins: Qualities of Great Leader