Www.iSpeak.com Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day,...
-
Upload
ethan-crowley -
Category
Documents
-
view
223 -
download
3
Transcript of Www.iSpeak.com Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day,...
www.iSpeak.com
Proprietary and Confidential
Supervisory Skills
iSpeak Foundation SeriesMonth day, 2012Instructor Name
www.iSpeak.com
Proprietary and Confidential
Agenda
• Introductions – What do you want to learn?
• Itinerary
• Ground Rules
–Phones on Silent
–Ask Questions
–Participate & Respect others
–Respect our schedule
www.iSpeak.com
Proprietary and Confidential
Satori
www.iSpeak.com
Proprietary and Confidential
Supervisory SkillsUnit One: The Foundation of Management
www.iSpeak.com
Proprietary and Confidential
Foundation of Management
• The boss is the one person who can create conditions that will determine caliber of work, and ultimately success for the company. – Superior leaders achieve a lower rate of ___________
among their employees, better ____________, and higher _________________ than do their lower-rated peers.
– Roughly _________of how employees perceive their organizations climate can be traced to the actions of one person – the boss.
turnovermorale
net profits
60%
www.iSpeak.com
Proprietary and Confidential
What Do You Want in a Supervisor?
• Honesty - 83%
• Competence - 67%
• Visionary - 62%
• Inspiring - 58%
• Intelligent - 43%
www.iSpeak.com
Proprietary and Confidential
Leadership Defined
"Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.“ - Stephen Covey
www.iSpeak.com
Proprietary and Confidential
iSpeak Management Model
www.iSpeak.com
Proprietary and Confidential
Supervisor Approaches
Instructing
High Instruction
Low Encouragement
Provide specific instructions and closely monitor
Selling
High Instruction
High Encouragement
Explain your decisions and provide opportunity for
clarification
Assigning
Low Instruction
Low Encouragement
Turn over responsibilities for both implementation and
decision making
Encouraging
Low Instruction
High Encouragement
Share ideas, guide the process, and facilitate in decision
making
R1R2
R4 R3
www.iSpeak.com
Proprietary and Confidential
Exercise: Leadership Self-Assessment
www.iSpeak.com
Proprietary and Confidential
Degrees of Delegation
• Investigate and report back
• Investigate and recommend action
• Investigate and advise on action planned
• Investigate and take action; then advise you
• Investigate and take action
www.iSpeak.com
Proprietary and Confidential
Exercise: Guidance & Encouragement
www.iSpeak.com
Proprietary and Confidential
Satori
www.iSpeak.com
Proprietary and Confidential
Supervisory SkillsUnit Two: Communication
www.iSpeak.com
Proprietary and Confidential
Exercise: Communication Barriers
www.iSpeak.com
Proprietary and Confidential
Communication Retention
• Visual - Employees learn by seeing.
• Auditory - Employees learn by listening.
• Kinesthetic - Employees learn by doing.
www.iSpeak.com
Proprietary and Confidential
Exercise: Listening
A
BC
D E
F
G
www.iSpeak.com
Proprietary and Confidential
Communication Elements
www.iSpeak.com
Proprietary and Confidential
Types of Listening
• Passive – Not listening at all
• Selective – In and out of the conversation
• Active – Actively participating
• Average speaker: __________
• Average listener: __________
125
500
www.iSpeak.com
Proprietary and Confidential
Exercise: Focused Attention
Facilitator9 – 21 – 7 – 58 – 2 – 4 – 15 – 6 – 9 – 2 – 87 – 9 – 1 – 3 – 6 – 26 – 2 – 5 – 8 – 9 – 1 – 73 – 9 – 2 – 7 – 4 – 5 – 8 – 1
Answers2 – 95 – 7 – 11 – 4 – 2 – 88 – 2 – 9 – 6 – 52 – 6 – 3 – 1 – 9 – 77 – 1 – 9 – 8 – 5 – 2 – 61 – 8 – 5 – 4 – 7 – 2 – 9 – 3
www.iSpeak.com
Proprietary and Confidential
Developing Active Listening Skills
“Are you truly listening or just waiting for your turn to talk?” - Robert Montgomery
• Focused attention• Take notes• Paraphrase & summarize• Verbal prompts• Ask questions
www.iSpeak.com
Proprietary and Confidential
Exercise: Applying Leadership Styles
www.iSpeak.com
Proprietary and Confidential
Satori
www.iSpeak.com
Proprietary and Confidential
Supervisory SkillsUnit Three: Coaching Employees
www.iSpeak.com
Proprietary and Confidential
The Coaching Process
Acknowledge Feelings
Encourage
Acknowledge Ideas
Question
Inform
Direct
Criticize
Listening
Feedback
Transition
Time
www.iSpeak.com
Proprietary and Confidential
Providing Feedback
• Missed Opportunities
• Providing Positive Feedback– Be timely and make it specific
• Providing Constructive Feedback– State the constructive purpose of the feedback
• Criteria for Effective Feedback
www.iSpeak.com
Proprietary and Confidential
Question Types
• Open Ended Questions“What do you think of the new policy?”
• Closed-Ended Questions“Do you like the new expense reimbursement process?”
• Alternative Choice Questions“Would you prefer getting paid once per month or over two weeks?”
www.iSpeak.com
Proprietary and Confidential
Coaching Feedback Questions
• Questions to ask during feedback:– “What do you think?”– “What is one area you are going to focus on?”– “How are you going to approach that?”– “What specifically will you have done and when?”
• Feedback should be centered in two areas:– Instruction
– Encouragement
www.iSpeak.com
Proprietary and Confidential
Exercise: Coaching Situations
www.iSpeak.com
Proprietary and Confidential
SMART Goals
• Specific
• Measurable
• Attainable
• Relevant
• Timely
• What exactly will you do?
• How will we measure it?
• Is it achievable?
• Are results tied to vision?
• When will it be completed?
www.iSpeak.com
Proprietary and Confidential
Setting Personal & Team Goals
Areas of Accountability
Timely provisioning of circuits
Effective communication with the customer during the
install project
Customer satisfaction with provisioning
Performance Standard
Meet 100% of commitment dates
Weekly meetings with clients
90% satisfaction rating on customer feedback surveys
www.iSpeak.com
Proprietary and Confidential
Process for Recognition
1. Inform you will be the coach
2. Offer recognition immediately
3. Be specific
4. Let them know how you feel
5. Pause
6. Encourage continued behavior
www.iSpeak.com
Proprietary and Confidential
Implementing Recognition
www.iSpeak.com
Proprietary and Confidential
Delivering Discipline
• To be effective if must contain three elements:– Be specific about the incorrect behavior
– Tell them how you feel
– Remind them they are valuable
• Always focus on the behavior, not the person!
www.iSpeak.com
Proprietary and Confidential
Delivering Discipline
www.iSpeak.com
Proprietary and Confidential
Coaching Practice
www.iSpeak.com
Proprietary and Confidential
Satori
www.iSpeak.com
Proprietary and Confidential
Supervisory SkillsUnit Four: Team Development
www.iSpeak.com
Proprietary and Confidential
Exercise: Why do teams fail?
www.iSpeak.com
Proprietary and Confidential
How Do Teams Succeed?
• Commitment
• Trust
• Purpose
• Communication
• Involvement
• Process
• Leadership
www.iSpeak.com
Proprietary and Confidential
Conflict Response Strategies
SmoothingDisagreements are smoothed over or ignored so that surface
harmony is maintained in a state of peaceful coexistence.
CollaboratingValid problem solving takes place with varying points of view objectively evaluated against facts; emotions,
reservations, and doubts are examined and worked through.
AvoidingNeutrality is maintained at all
costs. Withdrawal behind walls of insulation relieves the necessity of dealing with
situations that would arouse conflict.
CompetingConflict is suppressed through authority-obedience approach. Win-lose power struggles are
fought out, decided by the highest common boss or
through third party arbitration.
CompromisingBargaining and middle ground positions are accepted so that no one wins - nor does anyone
lose. Accommodation and adjustment lead to "workable"
rather than best solutions.
Concern for People
Co
nce
rn f
or
Tas
k
High
High
Low
Low
SmoothingDisagreements are smoothed over or ignored so that surface
harmony is maintained in a state of peaceful coexistence.
CollaboratingValid problem solving takes place with varying points of view objectively evaluated against facts; emotions,
reservations, and doubts are examined and worked through.
AvoidingNeutrality is maintained at all
costs. Withdrawal behind walls of insulation relieves the necessity of dealing with
situations that would arouse conflict.
CompetingConflict is suppressed through authority-obedience approach. Win-lose power struggles are
fought out, decided by the highest common boss or
through third party arbitration.
CompromisingBargaining and middle ground positions are accepted so that no one wins - nor does anyone
lose. Accommodation and adjustment lead to "workable"
rather than best solutions.
Concern for People
Co
nce
rn f
or
Tas
k
High
High
Low
Low
www.iSpeak.com
Proprietary and Confidential
Conflict Resolution Process
• Acknowledge conflict exists
• Find the cause or source of the conflict
• Hear all points of view
• Find common ground (goal?)
• Choose a creative solution all can agree with
• Follow up
www.iSpeak.com
Proprietary and Confidential
Creative Solutions
www.iSpeak.com
Proprietary and Confidential
Exercise: Resolving Conflict
www.iSpeak.com
Proprietary and Confidential
Motivating the Team
• Fear is the best motivator
• Money is the best motivator
• Everyone’s motivation is different
• I can motivate other people
• Personal motivations can change
False
False
True
False
True
www.iSpeak.com
Proprietary and Confidential
Motivational Truths
• Everyone’s Motivation can be different– Offer choices
• Individuals must be self-motivated– Celebrate successes with praise and recognition
• Individual motivators can change over time– review development plans with team members
www.iSpeak.com
Proprietary and Confidential
What Employees Want
1. Learning Opportunities2. Flexible Working Hours3. Personal Praise 4. Increased Authority5. Time with their Manager6. Time Off7. Public Praise8. Written Praise
1001 Ways to Reward Employees, Bob Nelson, 1994
www.iSpeak.com
Proprietary and Confidential
Supervisory SkillsImplement to Improve
www.iSpeak.com
Proprietary and Confidential
iSpeak Learning Methodology
“Knowing is not enough; we must apply. Willing is not enough; we must do.” - Johann Goethe
www.iSpeak.com
Proprietary and Confidential
Satori
www.iSpeak.com
Proprietary and Confidential
Kaizen
www.iSpeak.com
Proprietary and Confidential
Continue Your Learning At iSpeak University!
www.ispeak.com/ispeak-university
Reinforcing Video Shorts Download Tools