Resources to the 1 hour Fast and Furious webinar

2. LEARNING STRATEGY – 1 HOUR
• BASIC REQUIREMENTS - QUALITIES
• IMPOSTER SYNDROME
• PERFORMANCE CONVERSATIONS
• DEALING WITH DIFFICULT EMPLOYEES
• HOW TO STRUCTURE A PERFECT CONVERSATION
• LISTENING SKILLS

3. WHO IS A SUPERVISOR
• SUPERVISION
• SUPER / VISION
• OVER / SEE
• DEFINITION
• SOMEONE WHO IS APPOINTED BY THE MANAGEMENT TO OVERSEE AND ENSURE THE
WORK AT OPERATIONAL LEVEL IS DONE BY THE WORKERS OR STAFFS ACCORDING TO
THE AGREED PLAN, SCHEDULES, RULES AND PROCEDURES

6. WHO IS A SUPERVISOR
A SUPERVISOR IS THE FIRST LINE MANAGER WHO
• MANAGES THE WORK
• MANAGES THE OPERATIVE WORKERS
• WORKS WITH LIMITED AUTHORITIES

7. PERSONAL BEHAVIOR TRANSFORMATION
ATTITUDE IS THE LITTLE THING
THAT MAKES A LOT OF
DIFFERENCE IN LIFE.
THINKING IN A POSITIVE WAY,
ONLY INCREASES YOUR
ATTITUDE, GIVES ADDITIONAL
ENERGY.
ONE WHO HAS THE TALENT IS
NOT ALWAYS THE ONE WHO
ACHIEVES, ONLY THOSE WHO
HAVE DISCIPLINE TO FOLLOW-
THROUGH ACHIEVE.

9. PERSONAL BEHAVIOR
TRANSFORMATION
LOVE WHAT YOU DO, YOU WILL PRODUCE GOOD
RESULTS.
FAITH IN YOURSELVES WILL PUSH YOU TO TAKE
ACTION, EVEN WHEN THERE IS REPEATED FAILURE

10. SUPERVISORY QUALITIES
DEVELOP PASSION IN THE
PERSON FOR THE WORK HE IS
DOING YOU NEED NOT
SUPERVISE HIM AT ALL.
“REAL MEASURE OF LEADERSHIP
QUALITY IS NOT WHAT HAPPENS IN
YOUR PRESENCE BUT WHAT
HAPPENS IN YOUR ABSENCE.”

11. SUPERVISORY QUALITIES
• Earn respect
•You be on time
• You do not talk unnecessarily
•You be regular to work
•You show the enthusiasm and
commitment.
•You do things which are respectable
•You be disciplined in your actions and
words

12. SUPERVISORY QUALITIES
You are responsible for the
results, unless there was
deliberate disobedience of
your order or a sabotage
from the workers.
Accountable

13. SUPERVISORY QUALITIES
Criticise privately,
praise publically.
Social skills

14. SUPERVISORY QUALITIES
Many labour issues arise
because the workers do not feel
they have been treated fairly
and equally.
Expect good work from
everyone
Fairness.

15. SUPERVISORY QUALITIES
Without shutting off
feedback by scolding,
judging, moralizing and give
importance to their concern.
Listen to workers, managers,
customers.
Be approachable

16. SUPERVISORY QUALITIES
Effective supervisors possess
thorough knowledge of the each
worker’s job.
When others are intimidated or
overwhelmed, jump in front and
show “it can be done ”
Know your job and
Make Things Happen.

17. SUPERVISORY QUALITIES
Most employees admire supervisors
who are committed to the organisation
and management policies.
“Being a management rebel may give
short-term popularity, but affect the
long term effectiveness”
Committed and
responsible.

18. SUPERVISORY QUALITIES
Have courage to try new
methods
Help others to do in a new way
Take initiative and make things
happen.
Be innovative and
proactive

19. SUPERVISORY QUALITIES
Listen to me
closely because
I will only tell
you this once.
So take notes.
Be a good trainer
Give clear Instructions and ensure
it is understood correctly.
You do not do the job; train others to
learn the job, instead.
Cross train the people in different
functions.

20. SETTING WORK PRIORITIES AND
PERFORMANCE STANDARDS
YOU NEED TO DECIDE ON WHAT
RESULTS ARE TO BE ACHIEVED AND
HOW THEY ARE TO BE ACHIEVED.
You need to discuss and seek
agreement with the employee
Document the performance
standards.
Identify ways to monitor
performance

21. MOTIVATE OR DE-MOTIVATE

22. HOW MUCH TIME DO YOU SPEND WITH THEM?
Why is it important?
What are their strengths
Create a no fear
environment

23. REWARD AND RECOGNITION
Reward the efforts of your employees by highlighting
their individual achievements when informing senior
managers about successes.
Mention your team members by name whenever
possible, rather than always calling them “my team”.
Accept more of the blame when your team fouls up.
Provide opportunities for those employees of yours
who mess up to redeem themselves.

24. KEY SKILLS FOR PAINLESS PERFORMANCE
CONVERSATIONS
•FOCUS ON BEHAVIOUR
•PROVIDE FEEDBACK
•BE CURIOUS
•BE CLEAR

25. BEHAVIOUR VS ATTITUDE
Behaviour
Something the staff
member does that
Can be seen or
measured
Attitude
A belief the staff has
about something

27. JUDGEMENT VS FEEDBACK
Judgement
An opinion or conclusion
about something
Feedback
The process of providing
judgement-free evidence or
data to support performance
improvement