Leadership Strategies for New Supervisors

Transcription

1 presents: Leadership Strategies for New Supervisors Presenter: Alan Krieger Owner Krieger Solutions, o LLC

2 Leadership Strategies for New Supervisors Objectives / You will better understand: Three key roles for supervisors. Etblihi Establishing a professional presence. Your leadership style. Strategies for leading and motivating. Strategies for resolving critical issues. Supervisors powers. Critical communication skills.

3 Three Roles of a Supervisor Leader Manager Coach There are two ways to get quality work done. One can do the work diligently or one can create an environment in which h good workers flourish.

4 Roles of a Supervisor Leadership is: setting a vision determining a direction motivating others to action building ownership of the vision selling more than telling Management is: setting specific targets determining how things get done directing people checking work telling more than selling

5 Roles of a Supervisor Coaching is working with each staff person to build their competence and commitment. Motivating and empowering them to be a high performer. Coaches: guide teach motivate evaluate

6 Who is a leader you admire? What did s/he do that made them a great leader? Make a list of their actions or characteristics that made you trust and value them as a leader.

7 Actions of Effective Leaders If you had to choose one, which is the single most important action of effective leaders?? 1. Communicates & listens well 2. Acts with integrity 3. Delegates authority 4. Facilitates teamwork and promotes individuality 5. Leads with a clear vision

8 Actions of Effective Leaders Listens & communicates Acts with integrity Delegates authority Facilitates teamwork and promotes individuality Leads with a clear vision Provides latitude Uses team approach Is loyall Brings out the best Acts fairly Encourages risk taking & innovation Leans toward relationship / supports

9 Leadership Styles Authoritarian (autocratic) Participative (democratic) Delegative (free reign)

10 Nearly all men can stand adversity, but if you want to test a man's character, give him power. Abraham Lincoln Power is the capacity to translate intention into reality and sustain it. Warren Bennis

11 Sources of Power Power related to your position: Reward power Coercive power Legitimate power Information power Leadership is the wise use of power. Power related to you as a person: Expert power Referent power

12 Different Styles, Different Communication Focus TASK ORIENTED TELLS T GET THINGS DONE ANALYZES A GET THINGS RIGHT ENGAGES E DO IT DIFFERENTLY MEDIATES M DO IT TOGETHER PEOPLE ORIENTED

13 Different Styles Different Communication Focus Slogan: Get Things Done Wants: Results / Autonomy T = TELLS Likes: Short, quick, direct conversations Dislikes: lk Indecision, work not getting done Challenges: Listening, focusing on high quality, connecting with people Task Oriented Faster Paced

14 Different Styles Different Communication Focus Slogan: Do It Differently Wants: Meaning / Creativity Likes: E = ENGAGES Opportunity to talk; persuade; change Dislikes: Routine, rigidity, isolation Challenges: hll Listening, especially for detail; logical step by step processes People Oriented Faster Paced

15 Different Styles Different Communication Focus Slogan: Get Things Right Wants: Accuracy / Details A = ANALYZES Likes: Answers, time for questions / discussion Dislikes: Poor quality, rushed decisions Challenges: Moving quickly, connecting with people Task Oriented Slower Paced

16 Different Styles Different Communication Focus Slogan: Do It Together Wants: Teamwork / Harmony M= MEDIATES Likes: Friendly, Interest in coworkers Dislikes: Conflict, rapid change Challenges: Confronting people, moving / speaking quickly / briefly People Oriented Slower Paced

17 TEAM Styles at Work Think about people p you work with: Can you identify their T.E.A.M. styles? Easiest to communicate with probably = similar style More difficult to communicate with = different T.E.A.M. styles List good points; strengths Communication approach they like

18 Golden Rule: Do unto others as you would have them do unto you. Usually interpreted as: Treat people the way you want to be treated. Better interpretation: Treat people the way they want to be treated. THE PLATINUM RULE

19 What Style are You? 1. T (Tell) 2. E (Engage) 3. A (Analyze) 4. M (Mediate)

20 How do you take this back to work? Share your style description not label! Tentatively suggest their style and see if it fits (strengths only!!) Note the natural gap or conflict Offer to change Ask to meet in the middle

21 The Art of Leadership Communication The single biggest problem in communication is the illusion that it has taken place. George Bernard Shaw

22 The Art of Leadership Communication Listening: a) Quiet listening good eye contact / lean forward limit your own talking try to sort out facts and feelings be attentive; don t get distracted animated / appropriate facial expressions (nod, smile) don t argue mentally or jump to conclusions

23 Listening b) Skilled responding to prove you are listening paraphrase without evaluation make supportive statements to encourage the speaker c) Skilled responding to clarify the communication paraphrase to ensure understanding k l if i bi ti ask clarifying or probing questions, use open ended questions

24 Communication at Work Think about your communication at work with a difficult person: What do you do to promote communication? What communication is missed and why? What more can you do / do differently?

25 Powerful Feedback 1. State the situation and the positive or negative behavior that occurred. (Give a specific, behavioral example) 2. Describe why you think it was positive or negative. (Describe its impact.) ll h h 3. Allow the person to comment on the feedback. (Switch to listening.)

26 Adjust feedback to fit employee s communication style: T: Only key bullet points short and quick be direct E: Big picture and more feeling oriented (acknowledge both parties feelings) A: Detailed, with lots of examples (calm, matter of fact) M: Be gentle, supportive (praise sandwich) All styles: Corrective feedback Always in private!

27 What is Motivation? Something that causes a person to act. What motivates people to do their best? Being treated with respect Pride in their work Appreciation for a job done well Meaningful rewards People take action to meet their own needs.

28 What is Motivation? Motivation is more about buying than following. Therefore, leaders need to sell more than tell. You don't motivate people. You influence what they're motivated to do. John Woods

29 A Supervisor s Role in Motivation To create a work climate in which employees work willingly to reach the goals of the organization because they get something they value as a result of their hard work.

30 How does a leader create a motivational work climate? Tap into internal motivators: 1. Build connections with staff 2. Be clear about performance expectations 3. Provide positive feedback 4. Provide training, coaching and corrective feedback 5 P id it hll / 5. Provide appropriate challenges / increased responsibility

31 Motivational Strategy #1 Build connections with staff as individuals: TEAM style / Platinum Rule Participative Leadership Actively Listen!

32 Motivational Strategy #2 Performance expectations: ti How you expect people to act, and what results you expect. Performance expectation = Task/action + quality standards

33 Motivational Strategies #3 & #4 -- Feedback #3 Positive Feedback Situation... Behavior... Impact Adapt to the TEAM style #4 Corrective Feedback / Coaching Same as Positive Feedback, but a little more challenging

34 #5 Challenges / Increased Responsibility (not more work!) T s want to be challenged E s s want to convince others and come up with creative strategies. A s want problems they can analyze and solve. M s want harmony and want to be y consulted more than challenged.

35 Critical Challenges for New Supervisors Establish a professional presence: Earn referent power by listening, collaborating, giving positive feedback. Establish participative authority: Discuss expectations. Ask for input. Give your view. Credit their input.

36 Critical Challenges for New Supervisors How to supervise: Former friends and colleagues or Someone older and more experienced or An aggressive person or One who doesn t care?

37 Hold onto Legitimate Power... AND build Referent Power Take time to listen and paraphrase. p Ask questions and coach don t direct. Adapt your TEAM style; platinum rule. Setclear expectations. Monitor performance and give feedback. Be clear about boundary between leader and employee you can be friendly, but not friends.

38 WRAP UP: Leadership Strategies for New Supervisors Three key roles for supervisors: Leader, Manager, Coach Flexing your style to better connect. Use power wisely and communicate well. Be a participative leader Five strategies for motivating staff: Build connections, set expectations,, p, positive feedback, corrective feedback and coaching, and motivational challenges

39 Any Questions? Alan Krieger Krieger Solutions, LLC For more leadership strategies t and tips, go to our website for our free e newsletter!

40 Follow Up Reminder Series To receive our free follow up reminders that will review key points we covered, and put follow up New Supervisor webinar in the subject line. A free link to our on line T.EA.M. selfassessment will be in the first issue.