HRQMC First Line Leader Training and Development Program

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1 HRQMC First Line Leader Training and Development Program 1

2 First Line Supervisor Training Program 1. Introduction/Overview/Assessments 2. Maintains Situational Awareness 3. Communicates 4. Leads 5. Dedicated to Success 6. The Coaching Process 7. Putting it All Together/Leading to Win!

3 HRQMC First Line Leader Training and Development Program Course Introduction 3

4 Introduction Assessments Leader Promise Strategy Schedule Learning Objectives 4

5 Learning Objectives 1. Introduction: Understand why we are doing this training. 2. Leader Promise: Understand how you fit into the game plan. 3. Training Program Overview: Understand the training program, learning strategy, and schedule. 5

6 Introduction Why are we investing in you? You are the heart beat of our business. Why are you here if you aren t a Leader? To understand the role and expectations of a Leader, as well as to model the behaviors that you will learn throughout this program. How did we pick the instructors? Recognized expertise and to allow Manager s and Supervisor s to interact with you and understand your issues. 6

7 Core Beliefs Start with the end in mind! take a Systems Approach Be in the business of making hard things easy not easy things hard. People are good and want to do the right thing (The experience we create for our new people is a statement of our character.) It is the organization s responsibility to create an environment for its people to be successful and our people s vote counts more than ours. If you believe the workers can only be as good as their leader then you also believe leaders can only be as good as their leaders! Every organization has an un-limited bandwidth for change Culture vs. Change and Leading Change Requires Trust Business is a Team Sport Turf, Ego, and $$$ and the end of the day it is about 7

8 Organizational Scheme GM OM OM OM 1S E SS 1S GT NE SS 1S MU NE SS GT E GM: General Manager OM: Operations Manager SS: Shift Supervisor 1S: 1 st Line Supervisor MU: Make Up Supervisor GT: Go To Employee E: Employee NE: New Employee Vertical Dyad Linkage 8

9 Senior Leader It s the Lines Heartbeat Leader Holds the Heartbeat Leader 9

10 The most important process in your organization is the process that describes the relationship between the leader and their people. It is the only process that matters. Mike Petters President Northrop Grumman Newport News October 21,

11 The Burden of Leadership The Leader is responsible for everything the team does or fails to do. 11

12 Big Picture Thinking Creating Value Buy Right / Own Right / Sell Right People Process Performance Alignment are Led by Leaders are Managed by Managers Focus on People Focus on Things Doing the right things Doing things right Inspiring Planning Influencing Organizing Motivating Directing Build Controlling Creating the rules Following the rules VP

13 The Leadership Challenge 1. Goal Definition: - Does each person know what they are supposed to do? 2. Resources: - Does each person have to tools, equipment, and supplies to their work? 3. Training: - Does each person know how to do their work correctly the first time? 4. Execution: - Are they motivated to Win? 13

14 Business is a Team Effort Are we organized for success? Right Plays Right Players Right Playing Field Are we communicating? Everything is constantly changing Providing inspirational leadership Motivating to produce and Win! Process People Are we executing? Performance 14

15 Army Basketball Team Ready to Play & Trust 15

16 Sole Responsibility

17 Task Force 2-4 Cavalry Tactical Operations Center Team Feb 21, Northern Saudi Arabia Ethos (Credibility) -- Pathos 17 (Passion) -- Logos (Logical)

18 Vision and Mission Leadership without a Goal is irrelevant. (Goals) Goals without a Plan encourage activity not productivity. (Plans) Plans align the team and assign responsibility and authority from the Senior Executive to the value creating Teammate. (Accountability) Alignment shows every team member what they need to do everyday for the team to Win. (Alignment) The Team Wins when every team mate is engaged to execute the plan. (Engagement) Engaged Leadership Reduces Uncertainty and Increases Situational Awareness 18

19 Leader to Led Linkage Leader Communication Goal Alignment Awareness Led Organizational Goals Value Creation One Carylye Deal Efficiency Schedule Quality Individual Goals Compensation Opportunities Responsibility Environment Recognition Alignment can only occur when there is a conversation between the Leader and the Led about the Led! 19

20 Do you believe it is possible to have a Dream Team at work? 20

21 When was the last time you were on a Dream Team? How did you know? 21

22 Dream Teams Teams that achieve outstanding results while members experience a profound shift in how they see the world. Leadership: A monomaniac on a mission High Trust, High Accountability, Self-Disciplining Correct functional, technical and team skills Compelling purpose inspires and stretches members to make the Team the top priority Shared ownership gives each member personal responsibility for Team success Just enough structure to focus group energy on Winning Full engagement shows in member energy and enthusiasm Embracing differences pulls teams together Unexpected learning accelerates the Team s journey to consistent near perfect performance Playing hard together strengthens relationship bonds Use conflict for good Team results usually far exceed individual expectations: They Win and Win BIG! 22

23 How many Value Added Hours of Productive Work do you get daily? 23

24 VP 75% full Knowns and Unknowns Urgent or Important 100% full Senior Associate 100% full Associate 100% full Associate

25 Team Engagement Requires Trust Leaders will provide: Clear direction Appropriate Resources Expert Advice Feedback and Coaching Growth Opportunities Reward and Praise Fair Treatment Led will: Treat the company like their own Hold each other accountable for doing the right thing Give early warning of problems Have the courage to ask questions 25

26 Expectations What do You expect from your Leader? What do You expect from your Team? What can They (Leader and Team) expect from You? 26

27 As a Heartbeat Leader I Promise: To meet with my boss prior to Shift to finalize the work plan. Arrive 30 minutes before shift change. To communicate, monitor, and report work plan execution with a progress report near the end of the shift. To resolve conflict between team mates who are not doing their part for the team to win. To understand my teams performance barriers and remove them. To ensure my team has the right tools, parts, and materials to do their work. To ensure my team have the right people scheduled to perform the work. To anticipate problems and help my team in crisis situations. To do what I say I will do. To have trust and confidence in my team to do their Job. To give honest feedback so we can get better 27

28 As the Holder of the Heartbeat Leader I Promise: To provide the Heartbeat Leader with the daily work plan. To communicate potential barriers to the plan. To provide all support required. To provide the tools, training, and guidance that the Heartbeat Leader requires to be successful. To provide honest, relevant, and timely feedback. To encourage and support a non-blaming culture. 28

29 As the Senior Leader I Promise: Prioritize and focus our people and resources where they have the most positive business impact for the short and long term. Create a culture of relentless attention to detail in order to grow a great, safe, and profitable business. Develop the future leadership of the organization. To remove all barriers and provide direction to the individuals development in my organization. 29

30 Leader Assessments 30

31 Leader Rules 1. Be Safe 2. Follow the Plan 3. Be Consistent 4. Know Your Process 5. Know Your People 6. Meet Your Production Goals 7. Ensure All Shipments are Defect-free 8. Communicate 31

32 Training Strategy Schedule the Training Sessions with Mixed Crews in the Training Audience (This allows for knowledge sharing, best practice discussions and cross fertilization) Instructors: Use the plant s best Subject Matter Experts and High Performing Role Models as the Training Instructors Phase 1: I Know = Instructor Led Training in the Classroom Phase 2: I Can Do = The Supervisor or Instructor observes the Leader Performing the Task/Behavior Phase 3: I Can Apply = The Leader consistently applies the task/behavior on the job and shows measurable improvement in their Leader Assessment and Individual Development Plan. Electronic Performance Support Modules available on Web Site for Review, Remediation, and Make Up Training 32

33 Round 3 Training Schedule Lesson Instructor Location Date Intro/Overview The Coaching Process TMG Kiln Creek 26 Feb 10 am - 1 pm Communicates Maintain Situational Awareness TMG/Busch SME s Busch 12 Mar 10 am - 1 pm (Plant Tour) Leads Dedicated to Success TMG/Bauer SME s Bauer 28 Mar 10 am - 1 pm (Plant Tour) Leading to Win TMG Ball 10 Apr 12-2 pm (Plant Tour)

34 Your Input Are we on the right track? What do you want to learn during this training program? How can we help you? 34

35 Questions/Comments 35

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