Management Communication Managing Stress Dealing with Differences Supervisor 301: Advanced Management & Communication Skills Kurt Chapman, CIS HR Senior Consultant Sharon Harris, CIS HR Senior Consultant Steve Norman, CIS Administrative Officer
Introduction 1. Introduction a. Topics and Objectives b. Scenario Cast of Characters c. Housekeeping 2. Virtual Attendees a. How to participate
Advanced Management & Communication Skills Kurt Chapman Human Resource Senior Consultant
OUTLINE 1. Introduction a. Results of Poor Management and Communication b. What s In This for Me? c. Quick Review (101) 2. Management Styles and Tools 3. Communication Styles 4. Scenarios: Discussions
Introduction
Results of Poor Management
Results of Poor Communication CNN, Costa Concordia disaster
What s In This for ME? Managing & Communicating: Organization Success Challenges, situations all different Must lead and accomplish through others Your organizational success depends on these skills
Quick Review of 101 Listening & Communicating - handout Barriers Effective Listening Effective Communicating
Leadership Tools (High) Supportive Behavior High Supportive, Low Directive Supporting High Competency, Low Motivation Low Supportive, Low Directive Delegating Individual Competency High Supportive, Low Directive Coaching Low Competency, Low Motivation Low Supportive, Low Directive Directing (Low) Individual Motivation (Low) High Competency, High Motivation Directive Behavior Low Competency, High Motivation (High) Situational Leadership, Paul Hershey and Ken Blanchard (1985)
Communication Tools
Communication & Leadership 1. Set the Stage Establish commonality 2. Introduce the Topic Develop understanding 3. Disclose the Subject Explain and explore options 4. Come to Agreement Path forward
Democratic Pacesetting Affiliative Commanding Situational Communication Styles Visionary Adapted from Situational Leadership Styles - Goleman
Scenarios and Situations Two Scenarios Handout 1. External Input 2. Communicating Change to Team
For the Scenarios Leadership Tools Supporting Coaching Delegating Directing Situational Communication Styles Commanding Pacesetting Democratic Affiliative Visionary
Takeaways 1. Effective communication is a key to successful management. 2. Recognize that each of your employees listen & communicate differently. 3. Adjust your communication style as appropriate for the situation or the individual.
Questions? Judge a man by his questions rather than by his answers. -- Voltaire
Dealing with People who are Different from Me Sharon Harris Human Resource Senior Consultant
Outline 1. Who are They? 2. Social Differences 3. Supervising the Generations 4. Assets and Liabilities of Each Generation 5. Cross-Generational Teams 6. Story Problem
Diversity - An Alternative Definition Perspectives, ideas, and experiences Cultural Social Socioeconomic Generational
Generations Defined 1922 1945 1946 1964 1965 1980 1981 2000 2001 2020 Traditionalists (71-94 yrs) Baby Boomers (52-70 yrs) Generation X (36-51 yrs) The Millennial or Why? Generation (16-35 yrs) Generation Z (0-15 yrs)
Baby Boomers - Who are they? Strong work ethic Career first family second Cradle to grave employers / employees Grew up competitive You can do anything era Want to have a better life than parents had and a better life for their children Worked to be able to go to college
Core Values Personal Growth Optimism Make a Difference Respect Health and Wellness Strong work ethic Want more money rather than time off
Generation X Who are they? Technology savvy Are NOT cradle to grave employees, but true to their profession Rely on their company to keep them business marketable Value leadership Many paid for college with scholarships or loans
Core Values Diversity Think Globally Informal Fun Independent / Self-Reliant Latchkey Kids Want time off more than money
Millennials Who are they? Computers and technology have always been part of their lives! Multiple employers and careers Flexible work hours / days Gender roles of the previous generations do not apply! College paid for by parents
Core Values Optimism Confidence Diversity / Respect Not Policy / Procedure driven Values closer to Baby Boomers influenced (raised) by Grandparents
Baby Boomers On the Job Assets Driven, work comes first Willing to go the extra mile Want to please Good team player, want to succeed Good at relationship building Loyalty matters Liabilities Uncomfortable with conflict Can be oversensitive to feedback Struggle with social similarity Most prefer directive style of leadership
Supervising Boomers Let them know their expectations will be valued Boomers have paid their dues and want to know they will get respect and credit. They like awards e.g., Love Me Wall Like to solve problems they can do a lot with little
Supervising Boomers Ask for their advice, take notes to show you are listening Face-to-face conversations Do not like self-performance evaluations, Boomers are used to the supervisor-only evaluation method.
Generation X On the Job Assets Adaptable Tech-literate Independent Multi-taskers Creative Not afraid to ask questions Critical thinkers Liabilities Just do it Impatient Send me an email Challenge authority Ask me, don t tell me
Supervising Gen X ers Stress work / life balance Flexible hours, informal work environment Just the right amount of supervision do not want to be micromanaged They expect job-related training paid for by the employer Risk takers think outside the box
Supervising Gen X ers Give them lots to do and the freedom to do it! Not afraid to ask questions Mentor them and ask for their opinions talk with them not at them Like self-performance evaluations want to be part of process. What can you do for them?
Millennials On the Job Assets Multi-tasking capabilities Technology Well educated Book Smart Process information quickly Answers are a Google search away! Liabilities Need supervision and structure Inexperienced in handling issues with difficult people Do not like face-toface communication Inexperienced in the job market.
Supervising Millennials Spell out expectations and goals Take the time to find out their goals and help them define a strategy to meet them Pay attention to attendance / absenteeism work rules not their favorite subject! They want it... right now impatient with success Already found the answer on their smartphone
Supervising Millennials Like self-performance evaluations Like to be part of process but do not like sit down face-to-face review just give me the form! Want kudos! (remember the trophy!) Quick learners short bursts of info do not overload information with information
Cross-Generational Teams Cross-generation team-building events Initiatives / Committees different ways of learning / receiving information Mentoring and reverse-mentoring Finding common ground Addressing performance issues/concerns
Story Problem Using your knowledge and understanding of the assets and liabilities of the generations, what generational assets for each of Barry s team members should he focus on to foster a productive team?
The Generations BOOMERS Driven Goes extra mile Wants to please Team player Relationship builder Loyalty matters GEN X Adaptable Tech-familiar Independent Multi-taskers Creative Critical-thinker Not afraid to ask questions MILLENIALS Multi-taskers Tech-savvy Book Smart Process info quickly Have smartphone, will Google
Takeaway Generational assets - Use this knowledge to increase your understanding of the differences between the generations, but always remember to treat each member of your team as an individual!
Questions?
Managing Stress in the Workplace Before It Manages Your Employees & You Steve Norman CIS Administrative Officer and Pre-Loss Attorney
Agenda (So you don t get stressed about where we re going) What, Me Worry... About Workplace Stress? Costs and Impacts of Workplace Stress Causes Stress Symptoms How to Deal with Workplace Stress Group Discussions (4 Scenarios)
Sometimes... Work Can Be Stressful Source: https://youtu.be/8yfjy95hjzc
What, Me Worry About Workplace Stress? Studies: Percentages of workers very stressed or burned out at work 40% 40% 35% 30% 26% 25% 25% 20% 15% 10% 5% 0% Northwestern Nat'l Life Families & Work Inst. Yale Univ. Source: Stress At Work, DHHS (NIOSH) Pub 99-101
Cost of Workplace Stress American Institute of Stress estimates workplace stress costs US employers $300 billion annually: Accidents Absenteeism Productivity Employee Turnover Health Care Costs Source: www.cdc.gov Employment & Workers Compensation Claims
Impacts of Workplace Stress Low Productivity Increased Absenteeism Job Dissatisfaction Increased Workplace Conflict Low Morale Impacts Increased Employee Turnover
Causes of Workplace Stress Circumstances or Events that Fail to Meet Someone s Expectations Personal: Expectations/Family/Health/Financial Work: Expectations/Changes/Workload Relational: With Supervisor/Peers/Subordinates/Customers Note: For this session, we re talking about negative stress, not positive stress that leads to maximum productivity
Comic Causes of Workplace Stress Thank you for all of your hard work! You will now be rewarded with the responsibility for completing other people s unfinished work.
Comic Causes of Workplace Stress It s gotten to the point where I am working here to pay for the counseling and prescriptions I now require to cope with working here.
Stress Symptoms Some Signs Your Employee May Be Stressed Out Stress Symptoms Behavioral Issues
Case Scenarios: How to Deal with Workplace Stress
Four Scenarios 1. Bruno 2. Taylor 3. Edwin 4. Barry
Group Discussion Instructions... Room & Virtual Attendees will be divided into 4 groups Each Group will be assigned a scenario At your table, brainstorm what Barry should do (15 min): How to discuss with the employee? What should/shouldn t be discussed? Is anyone else needed to help alleviate source of stress? If so, who? Possible action plans to address source of stress
Group Discussion Instructions... After brainstorming, we ll come back together to discuss Virtual attendees can submit responses through the submission tool
Takeaways Stress in the workplace can impact morale and productivity, leading to significant financial costs. Stress can be caused by personal, work-related, or relational issues. Check-in with your employee right away when you see symptoms of stress. Address work-related stress, but refer employees to EAP or other professional help for personal issues.
Thank you!
Online Courses to Supplement Topics The Voice of Leadership: Effective Leadership Communication Strategies Leadership Essentials: Communicating Vision Managing New Managers Managing Experienced Managers Managing Workforce Generations: Introduction to Cross-generational Employees Managing Workforce Generations: Working with a Multigenerational Team Optimizing Your Work/Life Balance: Taking Control of Your Stress http://learn.cisoregon.org
Spring Supervisor Series #201 Register Now for Beyond the Basics : Hiring Right to Avoid Managing Tough Coaching and Counseling Discipline Can Be Positive Presenters: Steve Norman, Kurt Chapman, Sharon Harris, Tamara Jones, Rick Cantwell LOCATIONS: April 7, 2016 Wilsonville April 12, 2016 Pendleton May 4, 2016 The Dalles May 5, 2016 Bend May 10, 2016 Albany May 11, 2016 North Bend May 12, 2016 Ashland TIME: 9:00 a.m. - 3:00 p.m. To Register: http://learn.cisoregon.org
CONTACT OUR H 2 R/PRE-LOSS STAFF FOR ASSISTANCE Kurt Chapman 503-763-3842 Sharon Harris 503-763-3843 Steve Norman 503-763-3890 Tamara Jones 503-763-3845 Janie McCollister 503-763-3892 Kirk Mylander 503-763-3812