Supervisory Leadership Certificate. Program

Transcription

1 Supervisory Leadership Certificate Richard Gerstberger, PE President TAP Resource Development Group Program Rocky Mountain Section AWWA/WEA CA/NV Section AWWA 2014 Annual Fall Conference Reno, NV October 23, 2014

2 A CRISIS IN THE INDUSTRY Operator jobs are expected to grow by 14% in the next 5 years Retirees retires are expected to range from 25%-35%. 1 million plus retirees in the next two decades. Lack of qualified applicants.

3 THE NATIONAL NEED Source: AWWA 2009 State of the Industry Report

4 THE NATIONAL NEED Work for Water Campaign (AWWA, WEF)

5 GET INTO WATER! Partners Colorado Department of Labor and Employment Workforce Centers AWWA, WEF RMSAWWA, RMWEA Industry Representatives

6 GET INTO WATER! Mission: The water and wastewater industry will sufficiently recruit, train and retain personnel to ensure mission-critical positions are filled with qualified, trained & technically skilled employees Drinking Water Treatment Operators Wastewater Treatment Plant operators Wastewater Collection Operators Water Distribution Operators SCADA/Instrumentation Control Operators

7 GET INTO WATER! GOAL #1: Training Conduct and promote training programs to ensure mission critical positions are filled with qualified, trained and technically skilled personnel. GOAL #2: Outreach and Recruitment Conduct adequate outreach and recruitment efforts to ensure interest in, and attraction to, mission-critical positions.

8 GET INTO WATER! GOAL # 3: HR/Operations Collaboration Enhance collaboration, education and communication between operations staff and human resource professionals to create a positive culture for workforce development. GOAL #4: Knowledge Management Conduct knowledge management and employee retention efforts to ensure mission critical personnel have the knowledge and skills to operate effectively.

9 GET INTO WATER! GOAL #1: Training RMSAWWA/RMWEA Supervisory Certificate Program There are increasing opportunities for qualified candidates to fill supervisor positions that are being vacated Soft Skills Only-Classroom, Web, Conference

10 Source: Get Into Water Project

11 Originally developed using grant funding Eight-month cohort program 60 contact hours Focused on soft-skill development Executive Coaching

12 Curriculum 1. Self-Awareness: From Insight to Impact 2. The RMSAWWA/WEA Annual Conference: A Learning Laboratory 3. Communications and the Role of the Supervisor Part 1 4. The Role of the Supervisor Part 2 The Employee Cycler

13 Curriculum 5. Meet the Executives 6. The Role of the Supervisor Part 3: When Things Go South 7. Organizational Culture & Leadership Styles: Your Secret to Success 8. Presentations & Graduation

14 Session 1: From Insight to Impact Understand self personality characteristics Understand personality characteristics of others Apply information through interactive activity Identify learning opportunities at joint conference

15 Four Development Filters Individual Situation Role Organization From Management Research Group

16 It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so. Will Rogers/Mark Twain

17 Myers-Briggs Type Indicator E/I - Extraversion vs. Introversion N/S - Intuition vs. Sensation T/F - Thinking vs. Feeling J/P - Judging vs. Perceiving Myers-Briggs Type Indicator (MBTI) Assessment

18 Keirsey Temperament Sorter E/I - Expressive vs. Reserved N/S - Introspective vs. Observant T/F - Tough-minded vs. Friendly J/P - Scheduling vs. Probing David Keirsey and Marilyn Bates

19 Keirsey Temperament Sorter Guardian SJ Observant Scheduling Rational NT Introspective Tough-minded Idealist NF Introspective Friendly Artisan SP Observant Probing

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21 Session 2: A Learning Laboratory Explain the importance of clear & concise communication Organize thoughts, ideas & key points into an effective presentation Apply presentation skills to other types of communication Differentiate between effective and less-effective public presentations

22 Session 3: The Role of the Supervisor Deliver an effective presentation Give and receive - constructive feedback Understand the core responsibilities and roles associated with supervision Strategize around making the transition from peer to boss Analyze the role of clear communication, commitment and inclusion when supervising others

23 Core responsibilities Organizing & scheduling work 1. Assigning work 2. Assessing performance outcomes 3. Giving direction Through Feedback Accolades for a job well done! Coaching or instruction to improve Regular feedback (can be informal) Annual feedback (formal review)

24 Core responsibilities Managing people and resources Handling conflict Following up and following through Keeping records that can be understood by others NOTE: not accessed by others, but understood by others It is your responsibility to document what goes on ON BEHALF OF the organization

25 Session 2: The Role of the Supervisor The role of the supervisor 1. What am I supposed to do? 2. How well am I supposed to do it? 3. Why am I supposed to do it? 4. How can I? Copyright 2012, State of Colorado

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27 Session 4: The Employee Cycle Learn the employee cycle from hire to promotion Learn how to coach and develop staff using core communication principles Articulate the importance of rewarding employees in non-monetary ways Identify examples of non-monetary recognition and reward systems Developed questions for panel.

28 Stages: Pre-Hire Hire Bring on board Train & Grow in the job Reward! Recognize! Develop potential Promote horizontal movement - release

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30 Session 5: Meet the Executives Participants were able to: Interacted with top utility managers. Develop a broader understanding of the utility industry. Have the questions developed in Session 4 answered. Obtain more detail on the industry s future and the issues driving the industry.

31 Session 6: When Things Go South Explore & understand the nature of conflict Identify your own Conflict Style preference Learn a model for assessing the source of performance problems Learn how to conduct a difficult conversation with staff Submit abstract for graduation presentation

32 Session 2: The Role of the Supervisor Typical responses to conflict? Flight, Fight or somewhere in between Copyright 2012, State of Colorado

33 Assertiveness Supervisory Leadership Certificate Program Program Assess your conflict style Competing Collaborating Compromising Avoiding Accommodating Cooperation

34 Session 2: The Role of the Supervisor Best strategy I.D. the root of the problem Copyright 2012, State of Colorado

35 Session 2: The Role of the Supervisor Conducting productive conversations I. Pre-Work: II. Have a conversation: III. Solicit solutions IV. Follow-Up With Feedback Copyright 2012, State of Colorado

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37 Session 7: Culture and Leadership Style Understand principals of organizational change Understand organizational strategy and culture Discuss alignment strategy, culture & leadership

38 Session 7: Culture and Leadership Style Define personal leadership style Understand performance management & organizational goal attainment Finalized abstracts for graduation presentation

39 Leadership Filters Individual Situation Role Organization From Management Research Group

40 Personal Leadership Practice Types Participative Team Builder First among equals Coach Trust Builder Charismatic Catalyst Cultivator/Harvester Commitment Builder Steward Appeal to higher-level vision Actuality Possibility Directive Authoritative Conservative/Cautious Firm/Assertive Definitive Impersonal Standard Setter Conceptual visionary Taskmaster Assertive, convincing persuader Challenger of others Corporate Development Group, Inc.

41 Session 8: Participant Presentations & Graduation Participants: Delivered a Graduation presentation before a live audience.

42 18 participants for CO participants for CO participants for CO participants for NM participants for NM 2014

43 Supervisory Leadership Certificate Program?????? QUESTIONS Richard Gerstberger, PE TAP Resource Development Group, Inc (303) Creating Effective Organizations Through People