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Supervision 101  2013

Supervision 101 2013






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    Supervision 101  2013 Supervision 101 2013 Presentation Transcript

    • SupervisionSupervision 101101 GHC TrainingGHC Training Fall 2013Fall 2013
    • First Things First • Describe your previous supervisory experiences – What did you do well? – What did you do not so well? • What do you value in a supervisor? • What do you worry about when it comes to supervising your staff at Oxy?
    • What is the most important part of being a great supervisor? COMMUNICATION Why So?
    • What Makes Communication So Difficult? • Individually – list five things that you think make communication difficult • Discuss!
    • How Can We Promote Effective Communication? • Involve staff in decision-making • Be a proponent of participative problem- solving • Be open to new ideas and styles • Encourage involvement • Provide consistent constructive feedback Good communication is the key to influencing a staff member’s performance.
    • Giving Good Constructive Feedback • Be descriptive, not evaluative or judgmental. • Use specific rather than general terms. Use examples. • Focus feedback on behavior that is changeable. • Provide feedback as soon as possible (nothing on an evaluation should be a surprise!) • Check for confirmation that you have been clearly understood. • Be prepared to offer suggestions/alternatives when providing feedback. • Remember that “honesty without sensitivity is brutality.” - unknown
    • Feedback • Research tells us that 90% of performance problems are due to a lack of feedback. • We fail to let people know along the way how they are progressing toward accomplishing a goal.
    • Typical Reasons For Not Giving Feedback Include: • Assuming that the staff member knows how to do the tasks • Assuming that the staff member knows how they are doing • Being afraid of upsetting the staff member • Not knowing how to provide feedback • Not having adequate documentation
    • Effective Feedback Is: • Specific – given in terms of desired performance in specific areas • Continuous – provided to each staff member, year round • Timely – shared as closely as possible to when the event occurred (bad news does not go away with time) • Constructive – identifying not only what was wrong, but also what desired performance would be • Balanced – given as praise for desired behavior as well as redirection for undesired performance
    • Remember to state the problems in terms of behaviors you observed • How might you address a staff member who: – Has been late for or missed duty? – Failed to submit paperwork on time? – Is not available on their floor? – Others?
    • Discipline • How do you feel about the thought of disciplining your staff? • When is this appropriate? • What are the appropriate steps in this process? • What type of paperwork should you have?
    • On the flip side… Recognition • What are some ways that you might recognize a staff member? • What might you recognize a staff member for? • How often should recognition be given?
    • 7 Supervisory Stumbling Blocks • Trying to be liked rather than respected • Failing to ask supervisees for advice and help • Emphasizing rules more than skills • Failing to keep criticism constructive • Failing to develop a sense of personal responsibility within each supervisee • Not paying attention to staff gripes and complaints • Failing to keep people informed
    • Building Your Relationship with the Staff • Understanding that everyone has different needs • Respect experience • Be open to new ideas and perspectives • Challenge and support – finding this balance is crucial! • Avoid snap judgments – and develop your own opinions!
    • Practical Tools for Supervision Success! • Setting goals – individually and as a staff • Making the most of one on one meetings! • Staff development – not just for training! • Developing transferable skills • Take an interest in your staff’s lives/activities • Set boundaries, but be able to communication about them! • Understand HOW your staff want to be supervised/recognized/challenged • Ask for help/advice/examples/experience • Take time to understand staff dynamic – large and small
    • Final Thoughts… • What are you most excited about when it comes to supervison? • What are you most scared about? • What can WE do to help? • Other questions?