Supervisory Leadership Training 2007 Synergy Allied Llc

Supervisory Leadership Training 2007,[object Object],Developing & Implementing Effective Supervisory Leadership Skills ,[object Object], ,[object Object],6/21/2007,[object Object],1,[object Object], Philip C. Hickmon, M.P.A., R.S.W.,[object Object]

Disclaimer,[object Object],The opinions presented herein are the views of the Synergy Sallied LLC and do not necessarily reflect the official position _____________________ nor any other part of the _____________________.,[object Object],6/21/2007,[object Object],2,[object Object]

AGENDA,[object Object],Welcome and Introductions! ,[object Object],Purpose Of Training ,[object Object],Objectives,[object Object],Definitions/Clarification,[object Object],Roles,[object Object],Conclusion and Final Points ,[object Object],Techniques to underscore learning/applications ,[object Object],Group Exercises,[object Object],Video,[object Object],Modules,[object Object],6/21/2007,[object Object],3,[object Object]

Welcome,[object Object],Trainer’s Intro/Experience,[object Object],Audience Introductions,[object Object],3 Things about yourself,[object Object],6/21/2007,[object Object],4,[object Object]

Why Are You Here? Purpose? ,[object Object],Organizations must develop effective leaders (supervisors/leaders). ,[object Object],However, supervisors who assume positions without basic leadership skills create many negative consequences, including high employee turnover costs, low employee morale and loyalty, and reduced customer satisfaction. ,[object Object],6/21/2007,[object Object],5,[object Object]

9 fundamentals critical roles,[object Object],Leader / Advocate,[object Object],Performance Manager,[object Object],Coach, Counselor & Advisor,[object Object],Change & Transition Leader,[object Object],Strategic Communicator,[object Object],Problem Solver,[object Object],Decision Maker,[object Object],Team Leader,[object Object],Colleague, Coworker, Collaborator,[object Object],[object Object],6/21/2007,[object Object],6,[object Object]

Objectives: What We Will Absorb,[object Object],[object Object]

Acquisition Of Leadership Skills, Behaviors: Effective and ineffective styles, traits, etc

Identification Of Own Leadership Relationships

Explain how/why each role of leadership integrates and/or plays off the other – be able to characterize the associations.

Apply 9 roles: Your skills, like all skills, need development and forums for practice.6/21/2007,[object Object],7,[object Object]

Definition of Leadership ,[object Object],Leadership,[object Object],The process, by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.,[object Object],Leader,[object Object],An individual who is able to exert influence over other people to help achieve group or organizational goals,[object Object],6/21/2007,[object Object],8,[object Object]

Definitions Analysis,[object Object],[object Object]

Active process of knowing what one wants out of life and what one is willing to give in return.

Begins with you and comes from you

Working in concert with others

Ability to inspire confidence and supportDifferences? ,[object Object],Similarities'? ,[object Object],Common Themes? ,[object Object],6/21/2007,[object Object],9,[object Object]

Group Awareness Exercise,[object Object],Name a leader in your eyes – why do you admire them as a leader? ,[object Object],What and why are their challenges to developing leaders? ,[object Object],6/21/2007,[object Object],10,[object Object]

Differences Between Leadership & Management Roles,[object Object],Leadership,[object Object],Leadership involves big picture vision and ability to move others forward ,[object Object],[object Object]

Acting for the advancement of the field

Anticipating trends/strategic planning

Policy and financial development

Mentoring6/21/2007,[object Object],11,[object Object],Management,[object Object],Management involves infrastructure, organization, development and team-building,[object Object],[object Object]

Marketing & product development

Imparting organizational values

Communicating organizational visions

Budgeting/financial management

Running meetings,[object Object]

6/21/2007,[object Object],13,[object Object]

Understand Roles/Understand the Position Of Leadership,[object Object],Difficult to belong to either side to function effectively,[object Object],[object Object]

You are not always a welcome presence, which is probably something that you have not heard before. You alone cannot make everything all better; you must remember (2) things…..,[object Object],You were not elected to this position,[object Object],You are not a miracle worker.,[object Object],6/21/2007,[object Object],14,[object Object]

Primary Role,[object Object],How To Walk Your Talk (Demonstrate Every Second of The Day) ,[object Object],Demonstrate passion, commitment, belief in the cause (a tenacious approach),[object Object],Be cool - calm - collected: Collaboration skills – ability to move toward consensus,[object Object],Have Vision for field and focus on key goals,[object Object],Share experience and expertise ,[object Object],6/21/2007,[object Object],15,[object Object]

Primary Role (cont’),[object Object],Show savvy/ability to be at right tables and garner support of key decision makers,[object Object],Display integrity, honesty and credibility,[object Object],Be curious and drive/motivate others,[object Object],Be flexibility and patient,[object Object],Communicate complex ideas clearly and effectively,[object Object],Take calculated risks and translate learning into action,[object Object], ~Walk Your Talk! ,[object Object],6/21/2007,[object Object],16,[object Object]

T o Become A Leader/Advocate: You Must Understand Your Own Values,[object Object],Values ,[object Object],Lie deep within us, strongly held - Entwined with feelings,[object Object],We must understand that our values can be altered by socializing forces. ,[object Object], Select to be on the side of what is: right, Ethical, Just, Moral,[object Object],6/21/2007,[object Object],17,[object Object]

Leaders/Advocates Do Not Sacrifice Character,[object Object],It is more than just talk. Talent is a gift, character is a choice.,[object Object],It brings lasting success with people.,[object Object],Leaders cannot rise about the limitations of their character.,[object Object],Face the music,[object Object],If you have shortchanged someone, apologize to him/her.,[object Object],Rebuild,[object Object],6/21/2007,[object Object],18,[object Object]

Balance Accountability,[object Object],Your accountability requires that you try and maintain a distance from both employees and upper management.,[object Object], You must be able to see both sides and communicate the issues related to each. Therefore, it is necessary to have boundaries and limits. You can be colleagues, but not friends.,[object Object],Maintaining a balanced distance allows you the ability to support company policies/procedures in front of your employees. ,[object Object],If you disagree with a policy or procedure discuss that in private with your superiors. ,[object Object],This will preserve trust and respect from both sides.,[object Object],6/21/2007,[object Object],19,[object Object]

Primary Role,[object Object],Set goals and objectives to achieve the target. ,[object Object],Work closely with their employees in getting their input into the various performance related goals. ,[object Object],Describe the methodologies, metrics, processes, systems (software) which are used for monitoring and managing the business performance of a task. ,[object Object],Upon target dates for reaching their goals and establish time parameters of the plan. ,[object Object],Keep performance in sites (time-limited and targeted),[object Object],6/21/2007,[object Object],21,[object Object]

ACTION Plan,[object Object],Once you have established the goals and objectives, action plans are necessary….,[object Object],Action plans are considered defined directions navigating you from A-Z. ,[object Object],With an action plan everyone knows what they are expected to accomplish, in what time parameter, and how they are going to execute their plan. ,[object Object],6/21/2007,[object Object],22,[object Object]

Measuring VALIDITY,[object Object],The final part of the plan is the ability to measure the quality of the results. ,[object Object],As a supervisor it is imperative that you check the employee’s performance plan and their progress. While affording your employees great autonomy, you must nevertheless periodically monitor their progress.,[object Object],Various tools that are used to measure performance raw numbers such as; Sales figures, cost reductions, these are examples of data that can be easily measured at any point. ,[object Object], ,[object Object],6/21/2007,[object Object],23,[object Object]

Characteristics/Behaviors Of Leaders/Advocates,[object Object],Difficult to belong to either side to function effectively,[object Object],[object Object]

You are not always a welcome presence, which is probably something that you have not heard before. You alone cannot make everything all better; you must remember (2) things…..,[object Object],You were not elected to this position,[object Object],You are not a miracle worker.,[object Object],6/21/2007,[object Object],24,[object Object]

How DO Measure Performance? ,[object Object],BE SMART….,[object Object],USE THE S.M.A.R.T. method for checking the validity of the objectives, which should be 'SMART':,[object Object],Specific,[object Object],Measurable,[object Object],Achievable,[object Object],Realistic, and,[object Object],Time-related,[object Object],6/21/2007,[object Object],25,[object Object]

Link Performance Measurements To Mission – Vision - Values,[object Object],Linking: ,[object Object],Define objectives for each employee and then to compare against the objectives which have been set by overall strategic and operational plans. ,[object Object], ,[object Object],Continuously track the process and provide feedback to reach the objectives through 1:1’s,[object Object],[object Object],6/21/2007,[object Object],26,[object Object]

Take A 10 Minute Break,[object Object],6/21/2007,[object Object],27,[object Object]

Primary Role,[object Object],At one level your employees want what we all want, direct and truthful information about your expectations of them and honest feedback and finally, fairness in how you treat them in comparison to others. ,[object Object],6/21/2007,[object Object],29,[object Object]

Develop Competencies,[object Object],Give staff an opportunity to develop new skills, grow in ways that will allow you the ability to delegate new responsibility,[object Object],Why? To keep them engaged, so that they do not become bored in their current position, and want to move on.,[object Object],Generally, if employees do not feel that they are growing they become stagnant of their position and with the organization. ,[object Object],When people feel they are growing, their loyalty to their supervisors and the company will increase and they perform better.,[object Object],6/21/2007,[object Object],30,[object Object]

Know What Hat To Wear And When ,[object Object],Sometime in your life someone pushed you to do something that you thought you could not excel in, but once it was over, you could not believe how well you performed. ,[object Object],If you think back to those experiences they are powerful reminders that one person can have so much influence on you and so many others. ,[object Object],6/21/2007,[object Object],31,[object Object]

Trust Has To Be Built First To Be Able To Coach, Counsel & Advise,[object Object],To develop trust, you must: ,[object Object],Walk the Talk,[object Object],Make policies explicit, transparent and apply them,[object Object],consistently across employees,[object Object],Under-promise and over-deliver,[object Object],Demonstrate how your interests are aligned with,[object Object],their interests,[object Object], ,[object Object],Use participative decision-making processes,[object Object],Celebrate wins,[object Object],Take the first step: Signal that you trust them and that you expect them to trust you.,[object Object],6/21/2007,[object Object],32,[object Object]

Be AUthentic,[object Object],These 6 points will be your guide--needed in almost any aspect of leading others ,[object Object],Know yourself authentically ,[object Object],Listen Authentically ,[object Object],Express Yourself Authentically ,[object Object],Appreciate Authentically ,[object Object],Serve Authentically ,[object Object],**People Don’t Care How Much You Know….Until they know how much you care.”,[object Object],6/21/2007,[object Object],33,[object Object]

Be Consistent! ,[object Object],Consistency, consistency and more consistency matters to all of us. ,[object Object],Consistency is very important because it shapes as well as supports all of our expectations. ,[object Object],Consistency is crucial not just because it establishes standardized procedures, but also because it affirms fairness. ,[object Object],Even though some may disagree with a certain policy or procedure they will accept it better when they know everyone else must do so. ,[object Object],Your company and your department should have written policies and guidelines that are available for employees to review at any time. ,[object Object],6/21/2007,[object Object],34,[object Object]

Coaching Requires Synergy ,[object Object],[object Object]

When this happens the synergy among them will generates a product or result that surpasses each individual’s abilities.

Coachable moments: In these moments we move from passive observer to active coach, redirecting and praising improvement on the road to mastery. 6/21/2007,[object Object],35,[object Object]

Effective Counseling/Advising,[object Object],[object Object]

Build trust. You should be open, and honest, and forthright

Make sure members know how to do the task before designating duties

Structure Cooperation rather than Competition6/21/2007,[object Object],36,[object Object],You must decide to be proactive or reactive,[object Object],[object Object]

Progressive Discipline is a reactive function

5 Step Connective Coaching Training Module,[object Object]

Definition of Change,[object Object],A transition…the process of going from one steady state to another. Change occurs when the balance of our capabilities against our challenges is disrupted.,[object Object],[object Object],Bottom Line: ,[object Object],Even the most inspired visionary can't change an organization if he/she doesn't first understand the environment. ,[object Object],Or….if the organization is set up to thwart the change efforts…,[object Object],6/21/2007,[object Object],38,[object Object]

Primary Role: Help Move Staff Through Continuum ,[object Object],6/21/2007,[object Object],39,[object Object],Unfreezing – The Present State,[object Object],Prepare the individual or group to accept change.,[object Object],Changing - The Transition State,[object Object],The specific changes to be introduced must be understood and accepted.,[object Object],Refreezing -The Desired State,[object Object],The process by which newly acquired behavior becomes regular behavior,[object Object]

Why People Resist Change,[object Object],[object Object]

Distrust or uncertaintyAt the heart of understanding how people react to change is the issue of control. ,[object Object],6/21/2007,[object Object],40,[object Object],People are most comfortable when they can influence what happens to them. People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.,[object Object],There are two types of control we all seek:,[object Object],[object Object]

Indirect – Ability to at least anticipate outcomes,[object Object]

Take A 10 Minute Break,[object Object],6/21/2007,[object Object],42,[object Object]

Supervisory Leadership Training 2007 Synergy Allied Llc

Supervisory Leadership Training 2007 Synergy Allied Llc

Recomendados

Más contenido relacionado

Was ist angesagt?

Was ist angesagt?(20)

Destacado

Destacado(16)

Similar a Supervisory Leadership Training 2007 Synergy Allied Llc

Similar a Supervisory Leadership Training 2007 Synergy Allied Llc(20)

Más de philhickmon

Más de philhickmon(20)

Supervisory Leadership Training 2007 Synergy Allied Llc

Hinweis der Redaktion