Addressing and Resolving Poor Performance - A Guide for Supervisors
listening skills for supervisors - production · • Developing Employees • Building Effective...
Transcript of listening skills for supervisors - production · • Developing Employees • Building Effective...
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
April 2017
413-597-3542
Manager, Training and Development
Office of Human Resources
Presented by Kevin R. Thomas
Supervisory Training Series
Listening Skills
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Name
• Where you work
• How long you’ve been supervising
• How long you’ve been supervising at Williams
Introductions
Listening Skills for Supervisors page 1
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1) Program Overview2) Listening Skills
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. Structure of the Program
2. Structure of Each Module
3. Ground Rules
Program Overview
Listening Skills for Supervisors page 2
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Communication & Self-Management
Supervising Individuals
Supervising Teams
Supervising at Williams
• Listening Skills• Giving Effective Feedback• Delegating Skills• Diversity & Inclusion
• Hiring & Onboarding• Leaves, Absences & Accommodations• Performance Development• Dealing with Performance Problems• Developing Employees
• Building Effective Teams• Resolving Conflict
• Professional Ethics
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Structure of Each Module
Program Overview
Skills Practice or Case Study discussion
Overview: “Least you
need to know”
Who to callMaterials to
add to binder
Course web page with
all materials
Pre-work questions
Listening Skills for Supervisors page 3
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Confidentiality
• Participation
• Listening
• Judgement free zone
Ground Rules
Program Overview
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1) Program Overview2) Listening Skills
Listening Skills for Supervisors page 4
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Why is listening important for supervisors?
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Listening Skills for Supervisors page 5
Why is Listening Important for Supervisors?
-NOTES-
Listening Skills for Supervisors page 6
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
What behaviors indicate good listening?
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Listening Skills for Supervisors page 7
What Behaviors Indicate Good Listening?
-NOTES-
Listening Skills for Supervisors page 8
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Listening Skills for Supervisors page 9
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Privacy
• Freedom from Distractions
• Time Limit
• Setting Ground Rules
The Listening Container
Listening Skils
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Confidentiality• “I” statements• No name calling or pejorative
language• No interruptions• Volume and gestures moderate• Time outs
Setting Ground Rules
Listening Skills Listening Container
Listening Skills for Supervisors page 10
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Echoing words or phrases
• Verbal cues that you are listening “Oh?”, “Mm hmm”, “Right.” etc.
• “Is there more about that?”
• Silence
Minimal Encouragements
Listening Skills The Listening Stance
Listening Skills for Supervisors page 11
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Minimal Encouragements– your turn
• Pair up. This will be your partner for the whole class.
• Each person think about a real problem you are facing that you can talk about easily with a stranger.
• For the first round, choose who will be the speaker and who will be the listener.
• Speakers, talk about your problem for 2minutes. Listeners, use only minimal encouragements.
• Switch roles.
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Listening Skills for Supervisors page 12
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Questions that encourage the speaker to explore the whole landscape of the topic.
• Cannot be answered “yes” or “no”
• Beware of advice posing as a question:“Have you considered doing x?”
• Examples of open-ended questions on next page.
Open Ended Questions
Listening Skills The Listening Stance
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Listening Skills for Supervisors page 13
Listening Skills for Supervisors page 14
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
“You know how advice is.You only want it if it agrees with what
you wanted to do anyway.”
— John Steinbeck
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Open-ended questions – your turn
• Speakers, talk about your problem for 3minutes. Listeners, use minimal encouragements and open-ended questions.
• Switch roles.
Listening Skills for Supervisors page 15
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Statements that summarize what the person has said.
• Helps the other person know you are hearing them.
• Follow with “Have I got that right?”
Mirroring Statements
Listening Skills The Listening Stance
Listening Skills for Supervisors page 16
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Watch the video and underline the mirroring statements that you hear.
Mirroring statements: examples
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Listening Skills for Supervisors page 17
Mirroring Statements in Action
Mirroring statements are statements that summarize and distill what the listener has heard from the speaker. They help to ensure understanding and provide the speaker with a sense of validation.
Underline the mirroring statements as you see them in the video.
Michelle: So how's it going with your email and phone call triage?
Eric: Not so great. I've been tracking my emails every day, and the average is 150. I don't know how anybody keeps up with that amount of volume.
Michelle: That is a lot of email. Now last week you talked about carving out time at the beginning and the end of each workday for email. How's that going?
Eric: Not so great. I mean, there's just not enough time. I get bogged down trying to figure out which emails are most important.
Michelle: Well, they're not all of equal importance. I think you should choose the top three project priorities and then make your decision from there.
Eric: Okay. I'll give it a try.
Michelle: Oh, I'm sorry. Let's, let's go back. Sounds like you’re seeing the vast ocean of emails and even with the hour of focused attention, you don't know where to start. Is that more accurate?
Eric: Yes, I get very anxious. I'm nervous that I'm going to miss something or that people are going to think I'm slow or that I'm slacking.
Michelle: That's an interesting perspective. Is it true?
Eric: Well, maybe. But actually, I'm the opposite of a slacker.
Michelle: So, what is your expectation about what you should be able to do?
Eric: I should be able to create a system. get it started.
Michelle: Mm-hm.
Eric: And then call it done.
Michelle: That's a great idea. What would it look like?
Listening Skills for Supervisors page 18
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Mirroring statements – your turn
• Same partner• Speakers, talk about your problem for 4
minutes. Listeners, use minimalencouragements, open-ended questions,and mirroring statements.
• Switch roles.
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
1. The Listening Container
2. Listening Behaviors
– Minimal encouragements– Open-ended questions– Mirroring statements– Empathy questions
Listening Skills
Listening Skills for Supervisors page 19
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Empathy questions
Listening Skills The Listening Stance
• Sharing your guess about what thespeaker may be feeling:“Based on what I’m hearing, I’mguessing you’re really angry aboutthis.”
• Demonstrates concern and respectfor the person’s feelings.
• Follow with: “Am I right about that?”• Don’t be afraid to ask “How are you
feeling?”• With sincerity, validate feelings:
“That makes sense to me.”
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
• Postive feelings arise whenare needs are fulfilled
• Negative feelings arisewhen needs are not fulfilled
• Listeners can help speakersidentify their needs and theassociated emotions
The Link Between Emotions and Needs
Listening Skills for Supervisors page 20
Listening Skills for Supervisors page 21
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Empathy Questions – your turn
• Same partner• Speakers, talk about your problem for 4
minutes. Listeners, use minimalencouragements, open-ended questions,mirroring statements, and empathicquestions.
• Switch roles.
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
“Anything that’s human is mentionable. And what’s mentionable is much
more manageable.”
— Fred Rogers
Listening Skills for Supervisors page 22
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Listening Skills for Supervisors page 23
Supervisory Training Series: Communication & Self ManagementKevin R.Thomas, Manager,Training & Development · Office of Human Resources · [email protected] · 413-597-3542
Links coming via email:
Contact Kevin Thomas at 413-597-3542or email [email protected]
Supervisory Training Series
Communication & Self-Management
Questions?
• Course page link to all course materials• Program evaluation link, feedback welcome
Listening Skills for Supervisors page 24