Effective Supervisory Practices

Transcription

1 Effective Supervisory Practices Welcome to the Webinar Series Michelle Poché Flaherty City on a Hill Consulting 1 1

2 Sixteen Chapters in Six Sessions SESSION 1: The Foundation: Roles of a Supervisor, Supervisory Leadership and Ethics SESSION 2: Sharpening Your Focus: Strategic Planning, Managing Workflow, and Budgeting SESSION 3: The People Part: Hiring and Onboarding, Fostering Accountability, Evaluating Performance SESSION 4: Raising the Bar: Motivating Employees and Customer Service SESSION 5: The HR Stuff: Ensuring a Safe, Respectful, Harassment-Free Workplace SESSION 6: The Great Communicator: Team Building, Communicating, Leading Change 2 2

3 Gallup s G12: Supervisors Set the Tone 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last week, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10.Do I have a best friend at work? 11.In the last six months, has someone at work talked to me about my progress? 12.This last year, have I had opportunities at work to learn and grow? 3 3

4 Program Overarching Themes Transparency Integrity Leveraging Diversity Team Empowerment 4 4

5 Program Objectives Present practical techniques for day-to-day supervisorial duties Introduce best practices for solving complex leadership challenges Promote self-development How to be a supervisor Who to be as a supervisor Provide support and inspiration for leaders who must deal with sensitive and complex issues 5 5

6 Effective Supervisory Practices Session One: The Foundation: Roles of a Supervisor, Supervisory Leadership and Ethics Michelle Poché Flaherty City on a Hill Consulting Laura Chalkley Formerly with Arlington County Martha Perego ICMA 6 6

7 Today s Discussion: Roles and responsibilities of a supervisor Difference between leading and managing Effective delegation Moving from Peer to Boss Characteristics of influential supervisory leadership Developing and improving leadership skills Ethics in leadership 7 7

8 Roles and Responsibilities Supervisors appointed because of technical ability In the past not much training on how to manage and lead people Now recognize need for blend of technical, management, and people skills to be successful Once there decide to lead; that s what this training is all about skills to do it 8 8

9 Managing versus Leading Best example Chart from A Force for Change by John Kotter As working managers, need to know the difference Too tied up in the everyday management Find time to set direction to lead change Focus on leading in second half of webinar 9 9

10 Management Leadership Planning and budgeting: establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen Organizing and staffing: establishing some structure for accomplishing plan requirement, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Controlling and problem solving: monitoring results, identifying deviations from plan, then planning and organizing to solve these problems Result: produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget) Establishing direction: developing a vision of the future often the distant future and strategies for producing the changes needed to achieve that vision Aligning people: communication direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity Motivating and inspiring: energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs Result: produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive) Source: From A Force for Change: How Leadership Differs from Management by John P. Kotter 10

11 Reflection Reference Study Guide page 4 Think of previous supervisors Good manager Good leaders What did they do to help you be successful? Include actions, skills, behaviors you want to develop/enhance as you go through this training Take a minute to think about this after today s session 11 11

12 Poll What is the biggest challenge you face now as a supervisor? Moving from peer to boss? Delegation? Building a team? 12 12

13 Peer to Supervisor Can be most difficult challenge Past buddy; Present boss Smooth transition is possible Meet and discuss individually and as a team Ask what they need Take time to adjust to new role Be consistent with all 13 13

14 Delegation Take the self assessment on Are you an Effective Delegator? (pg. 8: Effective Supervisory Practices) Be honest and look at results what do results tell you about your ability to delegate? What are your fears? 14 14

15 Reflection Page 9, Taking it Forward, Study Guide Identify activities that you can delegate and to whom Meet with employees to explain task, deadlines and expectations Monitor progress and provide feedback as necessary Document what you learn that can help you be a more successful supervisor 15 15

16 Summary Checklist 16 Know your role it requires broad skillset Be a leader not a boss or a friend Know the difference between managing and leading and try to strike a balance Be clear about expectations and involve employees in decision-making process whenever feasible Know your employees and respect and utilize the diversity they bring to the team Grow and develop employees Build relationships across organizational boundaries 16

17 Leadership Definition from Bob Rosen s Leading People: First off, it is not a status. Leaders inspire rather than intimidate Motivate rather than monitor Mobilize rather than manage And these activities don t require the totems of rank and position. Rather than a status, leadership is an activity it does something. It enables a group of people to pursue a shared vision and create extraordinary results

18 Who are leaders? Arlington County Leadership is for everyone Emerge at all levels in the organization 18 18

19 Good to Great Jim Collins Good to Great and the Social Sectors Get right people on the bus Get wrong people off the bus Get right people in the right seat One of hardest components Give constructive feedback Provide coaching and development for success Find other opportunities to move on if not right fit 19 19

20 Leadership Capacity Self as leader Recognize own behavior and how actions are perceived Not traits; leadership behaviors can be learned Reputation 20 20

21 Self as Leader 21 Great book Be Your Own Coach Your Pathway to Possibility by Barbara Braham and Chris Wahl Reference at end Need to know who you are, how you act/react, aware of body language Self-aware before you can lead others Reflect on breakdowns when things did not go well with staff or co-workers 21

22 Development Employees and Individual 22 22

23 Poll Question: Aside from this training, what type of leadership development training has your organization utilized? 1. Internal training through HR department 2. External training through a consulting firm 3. No training 4. Not sure 23 23

24 Development Seek out opportunities Mentors and Role Models Research best practices, benchmark, join professional organizations Set example for employees Look for opportunities to grow and develop your employees Books and articles 24 24

25 Self-awareness Self as leader Multi-rater assessment instruments formal or informal Trusted advisor to observe behavior Improves ability to lead others 25 25

26 Self-care Three areas: Physical fitness Intellectual fitness Emotional fitness 26 26

27 Physical Fitness Combat stress Book How to think like Leonardo da Vinci Walking Meetings A sound mind in a sound body. ancient classical ideal Meditation sitting quietly for 5-10 minutes (See handout for example) 27 27

28 Intellectual Fitness Be curious Stay current with emerging trends Share your knowledge Learn from others Arlington Employee Appreciation Month 28 28

29 Emotional fitness Emotional Intelligence Listen to feedback Ask others these questions: What are my weaknesses, blind spots, and areas for improvement? What are my strengths, my best qualities What can I do to be more effective, helpful, or sensitive Then, just listen don t argue 29 29

30 Modeling the Way Leadership Challenge by James Kouzes and Barry Posner wrote about some very effective Leadership Practices One important aspect of Supervisory Leadership that we will discuss next is Ethics Most important responsibility we have as leaders is to ensure that we are acting in a way that supports our organization s Code of Ethics 30 30

31 Ethics is. Standard of professional and personal conduct Applying the right public service values to achieve the right outcome via the right execution Commitment to the highest set of standards not the lowest common denominator more than adherence to the law

32 The Ethics Challenge THERE IS NO RIGHT WAY TO DO THE WRONG THING 32 32

33 The Ethics Challenge There are many ways to do the right thing the wrong way The right to do something doesn t mean that it is right to do Private virtue is not necessarily public virtue Not always about right versus wrong values 33 33

34 Polling Question: What keeps you up at night? 1. The unethical conduct of my staff 2. The unethical conduct of my supervisor 3. How to address unethical conduct when I see it 4. What I don t know about the conduct of my direct reports 5. Nothing I sleep peacefully! 34 34

35 The leader s responsibility 1. Your personal conduct 2. What others did that you knew about 3. What others did that you didn t know about 35 35

36 Ethics is the Leadership Imperative Adaptive capacity Ability to engage others through shared meaning A distinctive voice Unshakeable integrity Warren G. Bennis and Robert J. Thomas Leading for a Lifetime 36 36

37 The Integrity Tripod Balancing of ambition, competence, and moral compass Warren G. Bennis and Robert J. Thomas, Leading for a Lifetime 37 37

38 The Good Leader Being seen as someone who can be trusted, who has high integrity, and who is honest and truthful is essential. James M. Kouzes and Barry Z. Posner A Leader s Legacy 38 38

39 How to measure your trustworthiness Is my behavior predictable or erratic? Do I communicate clearly or carelessly? Do I treat promises seriously or lightly? Am I forthright or dishonest? James M. Kouzes and Barry Z. Posner A Leader s Legacy 39 39

40 Preserve the Intangible It takes 20 years to build a reputation and five minutes to ruin it. If you think about that you ll do things differently. Warren Buffett 40 40

41 Dealing with unethical conduct Assume positive intent Get all the available facts to Clearly define the problem or issue Do you have a legal issue, ethical issue or both? What are the options? Understand the consequences of the options 41 41

42 Dealing with unethical conduct Match the response with the violation Nature of the violation Clear standards and training? Prior violations Willfulness of the violation Level of responsibility 42 42

43 Six Steps to an Ethical Decision The Law: Is it legal? Does it meet the spirit of the law? The Rules: Am I violating a policy/breaking a rule that everyone else must follow? Integrity: Am I breaking my word, a trust, a promise, or a value? Appearances: Do I have a conflict of interest in fact or appearance? Will I benefit from the decision I am about to make? Am I the only/prime beneficiary of an offer or service? Clear Thinking: Is emotion or bias clouding my judgment? Perspective: Is this my finest hour or one I might regret? 43 43

44 Strategies for Building an Ethical Organization Hire people with strong ethical values In looking for people to hire, look for three qualities: integrity, intelligence and energy. And if they don't have the first, the other two will kill you. Warren Buffet 44 44

45 Strategies for Building an Ethical Organization Be clear that how we achieve results matters Have good policies Use of public resources Social media Gifts Conflicts of interest Employee support systems 45 45

46 Support Systems Discussing ethical issues works Orientation for new employees Ethics training Regular conversations on ethics in the trenches Provide counsel and advice Where to go to ask for advice or report and issue 46 46

47 Strategies for Building an Ethical Organization Where are your sinkholes? Lack of data or uncertainty Unreasonable time pressures Isolated teams Revisit the strategy 47 47

48 Leaders Set the tone and model the conduct you want to see in others You are always on active duty Don t walk by something wrong Don t create ethical dilemmas for others Small, everyday, routine decisions matter Don t punish the messenger Be proactive 48 48

49 When An Ethical Problem Comes to Light, Be Ready to Answer What did you know? When did you know it? What did you do about it? 49 49

50 Ask Yourself Can you live with your Google legacy when it hits the media? Are you being candid or just answering the question asked? Will you think well of yourself when you look back on this decision in 10 years? Ask before you act. An eloquent apology is a poor substitute for ethical conduct. If you have to think twice about it, don t do it? 50

51 Last Word on Ethics "Leadership is a combination of strategy and character. If you must be without one, be without the strategy." General H. Norman Schwarzkopf 51 51

52 Closing You have brains in your head, you have feet in your shoes. You can steer yourself any direction you choose. You re on your own. And you know what you know. And YOU are the guy [gal] who ll decide where to go. Dr. Seuss, Oh, the Places You ll Go! 52 52

53 References Be Your Own Coach, Barbara Braham & Chris Wahl, Crisp Publications, Inc., NY The Leadership Odyssey, Carole S. Napolitano and Lida J. Henderson, Jossey- Bass Publishers, 1998 Daniel Pink on A Whole New Mind, ICMA Leading Ideas Series, DVD, 2008 Harvard Business Review, Management Tip of the Day (newsletter via ) 53 53

54 Questions: Laura Chalkley Martha Perego Michelle Poché Flaherty 54 54