SW/Memphis CORE Supervisors Boot Camp 4 Leadership and the Annual Review Process July 27, :30 2:30 Messick Training Support Center Objectives:

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1 SW/Memphis CORE Supervisors Boot Camp 4 Leadership and the Annual Review Process July 27, :30 2:30 Messick Training Support Center Objectives: Review leadership and employee management models Discuss Annual Review processes Agenda Time Agenda Items Facilitator 8:30 a.m. Registration Mike Bishop, TDOE, SW/Memphis CORE 9:00 10:30 Delegating and Empowering/ICN (3410) Mike Bishop, TDOE, SW/Memphis CORE 10:30 10:45 Wellness Activity Mike Bishop, TDOE, SW/Memphis CORE 10:45 11:30 Delegating and Empowering/ICN (3410) Mike Bishop, TDOE, SW/Memphis CORE 11:30 12:00 Working Lunch Mike Bishop, TDOE, SW/Memphis CORE 12:00 1:15 AR Process from A to Z (3260) Quache Spencer, TDOE, Director of Compliance 1:15 1:45 Wellness Activity Quache Spencer, TDOE, Director of Compliance 1:45 2:30 AR Q&A (3260) Quache Spencer, TDOE, Director of Compliance Key Area 3410: 2.25, Key Area 3260: 2.25 Professional Standard Hours: 4.5 Hours In accordance with Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Agencies, offices, and employees, and institutions participating in or administering USDA programs are prohibited from discriminating based on race, color, national origin, sex, disability, age, or reprisal or retaliation for prior civil rights activity in any program or activity conducted or funded by USDA. Persons with disabilities who require alternative means of communication for program information (e.g. Braille, large print, audiotape, American Sign Language, etc.), should contact the Agency (State or local) where they applied for benefits. Individuals who are deaf, hard of hearing or have speech disabilities may contact USDA through the Federal Relay Service at (800) Additionally, program information may be made available in languages other than English. To file a program complaint of discrimination, complete the USDA Program Discrimination Complaint Form, (AD-3027) found online at: and at any USDA office, or write a letter addressed to USDA and provide in the letter all of the information requested in the form. To request a copy of the complaint form, call (866) Submit your completed form or letter to USDA by: (1) mail: U.S. Department of Agriculture Office of the Assistant Secretary for Civil Rights 1400 Independence Avenue, SW Washington, D.C ; (2) fax: (202) ; or (3) program.intake@usda.gov. This institution is an equal opportunity provider. Office of School Nutrition TPS Administration Building 1240 Foster Ave Nashville, TN Tel: (800) Fax: (615) tn.gov/education

2 [Year] Delegating and Empowering The National Food Service Management Institute The University of Mississippi National Food 2012 Service CN_125_0212 Mement Ins National Food Service Management Institute i [Pick the date]

3 This project has been funded at least in part with Federal funds from the U.S. Department of Agriculture, Food and Nutrition Service through an agreement with the National Food Service Management Institute at The University of Mississippi. The contents of this publication do not necessarily reflect the views or policies of the U.S. Department of Agriculture, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. government. The University of Mississippi is an EEO/AA/TitleVI/Title IX/Section 504/ADA/ADEA Employer. In accordance with Federal law and U.S. Department of Agriculture policy, this institution is prohibited from discriminating on the basis of race, color national origin, sex, age, or disability. To file a complaint of discrimination, write USDA, Director, Office of Civil Rights; Room, 326-W, Whitten Building, 1400 Independence Avenue, SW, Washington, DC or call (202) (voice and TDD). USDA is an equal opportunity provider and employer. 2012, National Food Service Management Institute, The University of Mississippi Except as provided below, you may freely use the text and information contained in this document for non-profit or educational use providing the following credit is included Suggested Reference Citation: National Food Service Management Institute. (2012). Delegating and empowering. University, MS: Author. The photographs and images in this document may be owned by third parties and used by The University of Mississippi under a licensing agreement. The University cannot, therefore, grant permission to use these images. For more information, please contact nfsmi@olemiss.edu. National Food Service Management Institute ii

4 National Food Service Management Institute The University of Mississippi Building the Future Through Child Nutrition The National Food Service Management Institute (NFSMI) was authorized by Congress in 1989 and established in 1990 at The University of Mississippi in Oxford and is operated in collaboration with The University of Southern Mississippi in Hattiesburg. The Institute operates under a grant agreement with the U.S. Department of Agriculture, Food and Nutrition Service. PURPOSE The purpose of the NFSMI is to improve the operation of Child Nutrition Programs through research, education and training, and information dissemination. MISSION The mission of the NFSMI is to provide information and services that promote the continuous improvement of Child Nutrition Programs. VISION The vision of the NFSMI is to be the leader in providing education, research, and resources to promote excellence in Child Nutrition Programs. CONTACT INFORMATION Headquarters The University of Mississippi Phone: Fax: Education and Training Division Information Services Division The University of Mississippi 6 Jeanette Phillips Drive P.O. Drawer 188 University, MS Applied Research Division The University of Southern Mississippi 118 College Drive #5060 Hattiesburg, MS Phone: Fax: National Food Service Management Institute iii

5 Table of Contents Course Checklist... 1 Delegation Assessment... 3 Empowering Workplace Reflections... 4 Delegation Preparation Worksheet... 6 Pre- and Post-Quizzes...7 National Food Service Management Institute iv

6 Course Checklist Instructions: In the blanks provided, you can make a check by each assignment as it is completed. Introduction Prepare for your class by setting a date and time to take the course, download the course workbook, and have supplies (pen and paper) ready. Lesson 1: Empowerment 1. Lesson 1 Pre-Quiz 2. Delegation Assessment 3. Empowering Workplace Characteristics 4. Lesson 1 Post-Quiz Lesson 2: Skills and Jobs: Making the Match 1. Lesson 2 Pre-Quiz 2. Lesson 2 Post-Quiz Lesson 3: Steps for Delegation 1. Lesson 3 Pre-Quiz 2. Case Study Interactive 3. Delegation Preparation Reflection 4. Lesson 3 Post-Quiz Signature Date National Food Service Management Institute 1

7 Delegating and Empowering Lesson 1 Empowerment National Food Service Management Institute 2

8 Delegation Assessment Think back to a task you delegated recently and complete the following questions: 1. What was the task? 2. Were you satisfied with the results achieved? 3. What did you do or say as you made this assignment? 4. What did you do that worked or did not work? 5. What would you do differently next time? National Food Service Management Institute 3

9 Empowering Workplace Reflections Instructions: First, create a list of all the qualities that you think are found in an empowering work environment. Rate these qualities according to the significance. Second, create a list of qualities that are currently present in your operation. Reflect on the comparison between the two lists. RANK QUALITIES FOUND IN AN EMPOWERING WORK ENVIRONMENT QUALITIES IN YOUR CURRENT WORK ENVIRONMENT COMPARISON: National Food Service Management Institute 4

10 Delegating and Empowering Lesson 3 Steps for Delegation National Food Service Management Institute 5

11 Delegation Preparation Worksheet Before you delegate your next task, take a few minutes to draft a beginning for your discussion with the individual. Remember that you want to have a conversation and not just dump the task! When you have taken time to prepare your thinking, you will be pleased with the results of your conversation and the task. Describe a task you want to delegate. List the skills and abilities of the individual to whom you may delegate. Draft the desired results you want Identify any known guidelines or deadlines. List resources you believe the individual may need National Food Service Management Institute 6

12 Lesson 1 Pre and Post Quiz 1. A way to accomplish job tasks with each person taking a part of the work is. a. delegation b. empowerment c. integrity d. encouragement 2. The creation of a work environment that allows each individual to work to their highest capacity is. a. delegation b. empowerment c. integrity d. encouragement 3. A person with predictable competence, commitment, and the ability to follow-through has. a. delegation b. empowerment c. integrity d. encouragement 4. Which of the following can establish a safe climate for people to work together with freedom to take initiative? a. delegation b. empowerment c. integrity d. encouragement 5. Which is a characteristic of an empowered work environment? a. Managers disregard employees. b. Employees are reluctant to help each other. c. Employees have a say in the decisions at work. d. Managers are trained to do all assigned tasks. 6. In an empowered work environment, employees are. a. participating in training for some assigned tasks b. depending on managers to make all decisions c. performing tasks as they see fit d. willing to help each other National Food Service Management Institute 7

13 7. Which of the following builds trust with others? a. establishing interpersonal relationships b. assessing work policies and processes frequently c. reducing opportunities to collaborate d. treating others how they treat you 8. Which of the following can help managers improve the individual s ability to be trustworthy? a. establishing interpersonal relationships b. assessing work policies and processes frequently c. reducing opportunities to collaborate d. treating others how they treat you National Food Service Management Institute 8

14 Lesson 2 Pre and Post Quiz 1. The use of effective delegation a. requires more time from employees. b. helps employees build skills. c. damages a manager s integrity. d. tends to isolate the employee. 2. Which of the following is a benefit of delegation? a. employees share power and responsibility b. employees are more reluctant to act c. employees opportunities for growth experiences are limited d. employees are encouraged to be dependent 3. The employees experience during delegation. a. dependence on the manager b. a sense of importance c. reluctance to act d. very little growth 4. Which should be considered when checking for matches between skills and jobs? a. work environment politics b. years of employment c. relationship with others that are involved d. the employee s performance evaluation 5. An empowering manager is one that creates an empowering environment that helps others build skills for the future. Why would a manager want to delegate responsibilities? a. to create conflict between employees b. to show favoritism towards an employee c. to build individual confidence and to increase motivation d. to encourage dependency and create problems National Food Service Management Institute 9

15 Lesson 3 Pre and Post Quiz 1. Which is the first step in successful delegation? a. identify guidelines and deadlines for accomplishing results b. establish desired results c. determine consequences of achieving or not achieving results d. list resources needed for successful completion of results 2. Giving the individual the authority to complete the task is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences d. listing resources 3. Working with the individual to establish the boundaries and limitations of the work is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences d. listing resources 4. Specifically detailing what success or negative impact will look like is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences for the task d. listing resources 5. Explaining how results fit into the team or organizations big picture is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources 6. Identifying any financial or budget impact is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources National Food Service Management Institute 10

16 7. Stating and agreeing on benchmarks, checkpoints, and deadlines that will ensure successful accomplishment is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources National Food Service Management Institute 11

17 Lesson 1 Pre and Post Quiz 1. A way to accomplish job tasks with each person taking a part of the work is. a. delegation b. empowerment c. integrity d. encouragement 2. The creation of a work environment that allows each individual to work to their highest capacity is. a. delegation b. empowerment c. integrity d. encouragement 3. A person with predictable competence, commitment, and the ability to follow-through has. a. delegation b. empowerment c. integrity d. encouragement 4. Which of the following can establish a safe climate for people to work together with freedom to take initiative? a. delegation b. empowerment c. integrity d. encouragement 5. Which is a characteristic of an empowered work environment? a. Managers disregard employees. b. Employees are reluctant to help each other. c. Employees have a say in the decisions at work. d. Managers are trained to do all assigned tasks. 6. In an empowered work environment, employees are. a. participating in training for some assigned tasks b. depending on managers to make all decisions c. performing tasks as they see fit d. willing to help each other National Food Service Management Institute 7

18 7. Which of the following builds trust with others? a. establishing interpersonal relationships b. assessing work policies and processes frequently c. reducing opportunities to collaborate d. treating others how they treat you 8. Which of the following can help managers improve the individual s ability to be trustworthy? a. establishing interpersonal relationships b. assessing work policies and processes frequently c. reducing opportunities to collaborate d. treating others how they treat you National Food Service Management Institute 8

19 Lesson 2 Pre and Post Quiz 1. The use of effective delegation a. requires more time from employees. b. helps employees build skills. c. damages a manager s integrity. d. tends to isolate the employee. 2. Which of the following is a benefit of delegation? a. employees share power and responsibility b. employees are more reluctant to act c. employees opportunities for growth experiences are limited d. employees are encouraged to be dependent 3. The employees experience during delegation. a. dependence on the manager b. a sense of importance c. reluctance to act d. very little growth 4. Which should be considered when checking for matches between skills and jobs? a. work environment politics b. years of employment c. relationship with others that are involved d. the employee s performance evaluation 5. An empowering manager is one that creates an empowering environment that helps others build skills for the future. Why would a manager want to delegate responsibilities? a. to create conflict between employees b. to show favoritism towards an employee c. to build individual confidence and to increase motivation d. to encourage dependency and create problems National Food Service Management Institute 9

20 Lesson 3 Pre and Post Quiz 1. Which is the first step in successful delegation? a. identify guidelines and deadlines for accomplishing results b. establish desired results c. determine consequences of achieving or not achieving results d. list resources needed for successful completion of results 2. Giving the individual the authority to complete the task is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences d. listing resources 3. Working with the individual to establish the boundaries and limitations of the work is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences d. listing resources 4. Specifically detailing what success or negative impact will look like is a method for. a. defining accountabilities b. identifying guidelines c. determining consequences for the task d. listing resources 5. Explaining how results fit into the team or organizations big picture is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources 6. Identifying any financial or budget impact is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources National Food Service Management Institute 10

21 7. Stating and agreeing on benchmarks, checkpoints, and deadlines that will ensure successful accomplishment is a method for. a. determining consequences b. establishing desired results c. identifying guidelines d. listing resources National Food Service Management Institute 11

22 National Food Service Management Institute The University of Mississippi P. O. Drawer 188 University, MS National Food Service Management Institute The University of Mississippi CN_125_0212 National Food Service Management Institute 12

23 Handouts: Table of Contents Handouts: Table of Contents Objectives and Definitions...14 Personal Check-In: Delegation Assessment...15 Icebreaker: Empowering Workplace Characteristics...16 Empowerment...17 Skills and Jobs: Making the Match...18 Steps for Successful Delegation...19 Reality Practice: Case Study...20 Checking Out: Delegation Preparation Worksheet...21 Evaluation Form...22 Suggested Readings...23 Building Human Resource Management Skills National Food Service Management Institute 13

24 Handout: Objectives and Definitions Objectives At the completion of this module, participants will be able to: Determine elements of an empowering work environment. Identify steps for successful delegation. Recognize the importance of work climate and trust when delegating tasks. Recognize manager characteristics that increase the success of delegation. Definitions Delegation- a way to accomplish job tasks with each person taking a part of the work and responsibility which best uses and extends her skills. Empowerment- creation of a work environment which allows each individual to work to her highest capacity. An empowered workplace is a safe climate for people to work together with freedom to take initiative, to create, to solve problems, and to assume the responsibility of completing the task. Integrity- others know to expect honest, direct interactions because the individual has predictable competence, commitment, and follow-through. Building Human Resource Management Skills National Food Service Management Institute 14

25 Handout: Personal Check-In: Delegation Assessment Personal Check-In: Delegation Assessment Part I Think back to a task you delegated recently and consider the following questions: 1. What was the task? 2. Were you satisfied with the results achieved? 3. What did you do or say as you made this assignment? 4. What did you do that worked or did not work? 5. What would you do differently next time? Personal Check-In: Delegation Assessment Part II Ask a mentor or someone else who delegates to answer these questions. Compare your responses. Building Human Resource Management Skills National Food Service Management Institute 15

26 Handout: Icebreaker: Empowering Workplace Characteristics Icebreaker: Empowering Workplace Characteristics In small groups, create a shopping list of all the qualities found in an empowering work environment. Share with the large group and look for common responses that the group believes are most significant. Building Human Resource Management Skills National Food Service Management Institute 16

27 Handout: Empowerment Empowerment Trust is the foundation for building a successful work environment where individuals combine unique abilities to achieve organizational goals. When managers have integrity, model excellence and enthusiasm, recognize positive efforts, and encourage cooperation for organizational goals, workers feel more willing to give their best efforts. Without trust, the relationships experience conflict, tasks hit obstacles, and people dislike the work experience. Managers who create a workplace where people enjoy their work are more likely to have an enthusiastic and creative team. People are energetic when they can combine work with fun. People who establish strong interpersonal relationships work to build trust with others in the workplace because they: Believe the best of others. Treat others with respect. Act consistently with loyalty, honesty, and integrity. Communicate clearly. Seek ideas from and listen carefully to others. Managers check frequently to be sure that the policies and processes for doing the work do not hinder individuals' abilities to be trustworthy and to trust each other. Successful managers know that one of their most important functions is to establish a workplace where people want to work together and to develop professionally. Building Human Resource Management Skills National Food Service Management Institute 17

28 Handout: Skills and Jobs: Making the Match Skills and Jobs: Making the Match When managers choose to delegate, they must be sure to follow some guidelines for success. The three key processes for delegation are: q Identify the skills of the individual. q Clearly define the tasks to be completed. q Obtain feedback from individual to confirm accurate assessment. Success is achieved when the individual has most or all of the skills that are required for specific tasks and when the desired results are explained clearly. To check for a match between skills and jobs, consider the following: The individuals abilities to do the job. The importance of the job and timeline needed. The consequences of success and failure. The relationships with others who are involved. Commitment and loyalty of the individual. Before you delegate, ask: Is the individual capable of doing the job? Will she be committed to it and take it seriously? How important is this task to the total operation's success? Is the timeline reasonable? Building Human Resource Management Skills National Food Service Management Institute 18

29 Handout: Steps for Successful Delegation Steps for Successful Delegation 1. Establish desired results. Clearly describe the results you want. Explain how results fit into the team or organizations big picture. 2. Identify guidelines and deadlines for accomplishing the results. Together establish the boundaries and limitations of the work. State and agree upon the benchmark, checkpoints, and deadlines that will ensure successful accomplishment. 3. Define accountabilities and standards to measure accomplishment. Be sure to give the individual the authority to complete the task. Secure commitment from the individual; ask directly for it. Specify chain of command for problem solving. 4. List resources needed for successful completion of results. Who are the people who will be helping? What supplies or tools are needed? What outside people need to be notified that this individual will be taking on this job? Identify any financial or budget impact. 5. Determine consequences of achieving or not achieving the results. Be specific in detailing what success or failure will look like. What will be the impact of success in this task for the team, organization, and individual? What will be the impact of failure in this task for the team, organization, and individual? Building Human Resource Management Skills National Food Service Management Institute 19

30 Handout: Reality Practice: Case Study Reality Practice: Case Study In small groups, outline the steps of delegation the manager should follow. Share your ideas with the entire group. Cal has been promoted to manager of the Middle School and the High School. The schools share the same campus but operate independent kitchens serving over 1,200 meals per day. He cannot be in both kitchens at the same time. He must delegate effectively to manage both operations. For each task listed below, identify the steps he must take for successful delegation. Task #1 Potato Bar is offered once a month at the Middle School. Customers have requested that the potato bar be offered once a week with different toppings each week. Cal has completed a customer survey and determined the types of toppings the customers prefer. However, he does not have time to implement the changes. What steps does he need to follow for successful delegation? Task # 2 Food deliveries often come when Cal is busy with other duties. In order to meet the district policy for receiving, all items must be inspected and checked off prior to signing the invoice. Cal has identified a responsible employee who shows interest in management training. What steps does he need to follow for successful delegation? Building Human Resource Management Skills National Food Service Management Institute 20

31 Handout: Checking Out: Delegation Preparation Worksheet Checking Out: Delegation Preparation Worksheet Before you delegate your next task, take a few minutes to draft a beginning for your discussion with the individual. Remember that you want to have a conversation and not just dump the task! When you have taken time to prepare your thinking, you will be pleased with the results of your conversation and the task. Describe a task you want to delegate. List the skills and abilities of the individual to whom you may delegate. Draft the desired results you want. Identify any known guidelines or deadlines. List resources you believe the individual may need. List the consequences of not achieving this task. List the consequences of achieving this task. Building Human Resource Management Skills National Food Service Management Institute 21

32 Handout: Evaluation Form Please check the response below that best describes your feelings about this program: Question Agree Unsure Disagree Comments 1. Topic is of interest to me as a manager. 2. Topic is important to my job. 3. Content is useful in my job as a manager. 4. Handouts help me understand the topic better. 5. List one or more tasks you plan to delegate in your job after attending this inservice: 6. List one or more ways you plan to empower your employees after attending this inservice: General Comments: Thank you for taking the time to complete the evaluation form. Have a great day! Building Human Resource Management Skills National Food Service Management Institute 22

33 Handout: Suggested Readings Suggested Readings Belasco, J.A. (1990). Teaching the elephant to dance: Empowering change in your organization. New York: Crown Publishers, Inc. Blank, W. (1995).. The nine natural laws of leadership. New York: American Management Association. Block, P. (1987). The empowered manager. San Francisco: Jossey-Bass. Covey, S.R. (1990). Principal-centered leadership. New York: Summit Books. DePree, M. (1989). Leadership is an art. New York: Doubleday. Fournies, F. (1987). Coaching for improved work performance. New York: McGraw-Hill. Hiam, A. (1999). Motivating and rewarding employees. Holbrook, MA: Adams Media Corporation. Maxwell, J.C. (1993). Developing the leader within you. Nashville, TN: Thomas Nelson Publisher. Miller, J.B., & Brown, P.B. (1993). The corporate coach. New York: St. Martin's Press. Morrison, E.K. (1994). Leadership skills: Developing volunteers for organizational success. Tucson, AZ: Fisher Books. Rausch, E., & Washburn, J.B. (1998). High quality leadership. Milwaukee, WI: American Society for Quality Press. Building Human Resource Management Skills National Food Service Management Institute 23