Making the Transition From Staff to Supervisor. Presented by Cassandra Peck

Transcription

1 Making the Transition From Staff to Supervisor Presented by Cassandra Peck

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4 Making the transition from staff to supervisor

5 We ll cover how to Earn trust and respect from colleagues and team members Establish your authority without being overbearing Take charge of your time and priorities Manage friends and close associates who used to be your peers Develop a strong working relationship with employees of all ages

6 We ll cover how to Delegate well to develop your employees skills Create an environment of meaningful accountability Resolve conflicts in a manner that leaves all parties satisfied

7 Earn trust and respect from colleagues and team members

8 5 TRUST-KILLERS to avoid at all costs Making promises you can t keep Talking about people or disagreeing with decisions behind colleagues backs Stretching the truth Skating by Crying wolf

9 Establish Credibility

10 Build Rapport

11 Establishing your authority without being overbearing Be sure not to sabotage your self-confidence level Start using more powerful language Ask for feedback in informal conversations Use damage control

12 BASIC RULES of influence at any level Make a personal connection Establish your credibility Identify benefits up front Create desire Identify consequences of not changing Involve them so they have buy-in Call them to action repeatedly

13 Get your voice heard.

14 What s seen as the next-level leader? Don t make promises you can t keep Respect everyone at each level Treat others as you want to be treated Improve your look body language Improve your speaking patterns and your vocal quality

15 What s seen as the next-level leader? Think strategically long-term rather than today Give credit where credit is due Demonstrate competency and accept accountability Support others

16 What s seen as the next-level leader? Understand and portray the values of your organization Ask yourself Would I rather be right, or would I rather get along with this person?

17 Take charge of your time and priorities

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19 5 time-wise habits top achievers share Set clear goals Specific Measurable Attainable Realistic Time-bound

20 5 time-wise habits top achievers share Set clear goals Prioritize Be assertive Take personal responsibility Use proven organizational tools

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22 Reasons we procrastinate

23 7-step formula for eliminating procrastination 1. Identify the underlying reason for procrastination 2. Eliminate or minimize the trigger 3. Find or create a boost 4. Review priorities 5. Break the task into manageable, bite-sized chunks 6. Set a deadline, and have someone hold you accountable 7. Complete the task

24 How to prioritize and put you in control

25 Task Importance Score Immediacy Score Submit payroll Complete annual report due in 3 weeks Complete Carin performance evaluation due last week Return vendor inquiry call Send warranty information on printer to IT Schedule next month s team meeting Priority Rating List tasks you need to complete Assign numerical value of 1, 2 or 3 1 being the most important Arrange tasks in order of deadlines List most pressing first Assign numerical value of 1, 2 or 3 1 being the earliest deadline Rearrange tasks Lowest scores first

26 Task Importance Score Immediacy Score Priority Rating Submit payroll Complete annual report due in 3 weeks Complete Carin performance evaluation due last week Return vendor inquiry call Send warranty information on printer to IT Schedule next month s team meeting Identify the objective and the next steps Establish tangible, reachable goals Focus and refocus on tasks, not distractions Clump similar tasks for efficiency Keep good records Clear out the clutter Review objectives, needs, plans and the goal s frequency to identify necessary adjustments Be flexible PLANNING

27 Energy Level 6 8 a.m a.m. 10 a.m. noon Noon 2 p.m. 2 4 p.m. 4 6 p.m. 6 8 p.m p.m. 10 p.m. midnight Midnight 2 a.m. 2 4 a.m. 4 6 a.m. High Medium Low X X X X KEY PRODUCTIVITY TIME

28 Time Activity Scheduled Interrupted Urgent People Involved What does the time log tell you? Your time log will help you cut back or eliminate distractions Identify time-wasters Aim for results, not perfection. TIME LOG

29 BIGGEST TIME-WASTERS

30 Challenge of managing friends and close associates who used to be your peers

31 STRATEGIES: How to manage your former peers 1. Signal your transition 2. Don t introduce major overhauls right away 3. Establish your authority 4. Distance yourself

32 STRATEGIES: How to manage your former peers 5. Try out new personas 6. Deal with the disappointed competitor 7. Make use of advantages 8. Look beyond your team

33 You have to set clear expectations and boundaries. Talk with your friends about the new responsibilities you face Be an active leader for the entire group Be fair Ask your boss or trusted mentor to observe and provide feedback Be prepared

34 What to do first when managing former peers Meet one-on-one with each member of the team Balance the friendly, inclusive approach with some signs of strength Enlist individual support

35 Develop a strong working relationship with all employees of all ages

36 Traditionalists (born before 1946) Formal communications Give undivided attention Use eye contact, and listen closely Boomers ( ) Face-to-face conversations Show how to do things Generation X ( ) Adept with technology Use Make them feel valued and heard Generation Y (Millennials) ( ) Appreciate being challenged Desire to be treated as an equal Want to be recognized for their areas of responsibility and technological savvy Generation Z (1996 and later) Crave face-to-face communication COMMUNICATING AMONG GENERATIONS

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38 Effective delegation steps Describe the expected outcome Give very clear instructions Set deadlines and checkpoints Clarify levels of responsibility and authority Be available and provide feedback along the way Delegate well to develop your employees skills

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40 Other tasks that contribute to the ability to delegate Project s timeline and deadline Your expectations or goals of the product or task

41 To whom should we delegate? FACTORS: The experience, knowledge and skills of the individual as they apply to the delegated task The individual s preferred work style The current workload of the person

42 How should you delegate?

43 Clearly articulate the desired outcome Clearly identify constraints and boundaries Where possible, include people in the delegation process Match the amount of responsibility with the amount of authority Delegate to the lowest possible organizational level Provide adequate support, and be available to answer questions Focus on results Avoid upward delegation Build motivation and commitment Establish and maintain control

44 Create an environment of meaningful accountability

45 Accountability starts with the leader

46 Take time to meet with employees individually

47 Resolve conflicts in a manner that leaves all parties satisfied

48 10 ways to resolve conflict Agree on mutually acceptable time and place to discuss the conflict State the problem as you see it, and listen to their concerns Let the other person have his or her say Listen and ask questions Stick to one conflict at a time one issue at hand Seek common ground

49 10 ways to resolve conflict Brainstorm solutions to the conflict that allow all parties to win Request behavior that makes changes Agree to the best way to resolve the conflict and to a timetable for implementing it If discussion breaks down, reschedule another time to meet

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51 Thank You for joining us today! Don t forget to go to the Handouts section on your screen to download your certificate of completion for today s Webinar.