Supervisory and Leadership Skills Development PT University Presented by Dr. De Hicks SCGI

Overview of Today’s Class The Unique Role of Supervisor and the dynamics of the supervisory relationship Some surprising fundamentals of the supervisory job Essential performance management skills How to have crucial conversations How to foster greater engagement Leadership from the middle: getting things done when you’re not in charge Building strong labor/management relationships Managing conflict: Navigating through conflict constructively Creative Problem Solving: Appreciative Inquiry and Root Cause conversations Situational leadership and decision-making skills Creating Clarity of expectations and alignment of efforts to remove hassle

The Unique Role of Supervisor and the dynamics of the supervisory relationship

Some surprising fundamentals of the supervisory job

Essential performance management skills

How to have crucial conversations

How to foster greater engagement

Leadership from the middle: getting things done when you’re not in charge

Building strong labor/management relationships

Managing conflict: Navigating through conflict constructively

Creative Problem Solving: Appreciative Inquiry and Root Cause conversations

Situational leadership and decision-making skills

Creating Clarity of expectations and alignment of efforts to remove hassle

Your Expectations? By the end of this class, I would like to learn how to…

By the end of this class, I would like to learn how to…

The Power of Assumptions Our Assumptions are what we believe to be true. They can be ours borrowed current out of date tested not tested What are your assumptions about …. ?

Our Assumptions are what we believe to be true.

They can be

ours borrowed

current out of date

tested not tested

What are your assumptions about …. ?

What have you learned about challenging your own assumptions? What have you learned about challenging the assumptions of others? It’s time to check assumptions whenever…

What have you learned about challenging your own assumptions?

What have you learned about challenging the assumptions of others?

It’s time to check assumptions whenever…

Some Assumptions for Today’s Class Leadership is about … Management is about… Supervision is about…

Leadership is about …

Management is about…

Supervision is about…

Candor is the “high octane fuel” of any organization I make work work for me; Work is personal The Power of Choice: We always do what we want to do. (Think about it) Corollary: We do what we do as long as it works for us. … as long as we think it works for us

Candor is the “high octane fuel” of any organization

I make work work for me; Work is personal

The Power of Choice: We always do what we want to do. (Think about it)

Corollary: We do what we do as long as it works for us.

… as long as we think it works for us

The supervisory relationship is unique. It has only one purpose: ______________ Therefore, the supervisory relationship is not about Therapy Family Friendships Detective Work better performance

The supervisory relationship is unique. It has only one purpose: ______________

Therefore, the supervisory relationship is not about

Therapy

Family

Friendships

Detective Work

The Two Dimensions of the Leadership, Management and Supervisory Job Create Clarity Expectations Outcomes (results) Create Alignment Rules of engagement

Create Clarity

Expectations

Outcomes (results)

Create Alignment

Rules of engagement

Some Surprising Fundamentals of the Supervisory Job The Role of Supervisor Say, “Please” Say, “Thank You” Tell me when I’ve done a good job Exercise: What have you learned?

The Role of Supervisor

Say, “Please”

Say, “Thank You”

Tell me when I’ve done a good job

Exercise: What have you learned?

Managing Conflict: Navigating Constructively through Conflict Assumptions: What do you know for sure about conflict at work? Who is excellent at managing conflict? What do they do?

Assumptions:

What do you know for sure about conflict at work?

Who is excellent at managing conflict?

What do they do?

Leaders Create Conflict When conflict occurs, the ______________ is forever changed. Conflict, when well managed, can bring powerful opportunities for improvement and innovation. The best conflict (“essential conflict”) occurs when both parties report that it was worth it. No conflict, no change. No change in behavior, no resolution. Conflict rarely occurs apart from very powerful emotions. Such emotions have a distorting effect on conflict. Our primary tool for managing conflict is curiosity (behaviorally: asking genuine questions) relationship

Leaders Create Conflict

When conflict occurs, the ______________ is forever changed.

Conflict, when well managed, can bring powerful opportunities for improvement and innovation.

The best conflict (“essential conflict”) occurs when both parties report that it was worth it.

No conflict, no change. No change in behavior, no resolution.

Conflict rarely occurs apart from very powerful emotions. Such emotions have a distorting effect on conflict.

Our primary tool for managing conflict is curiosity (behaviorally: asking genuine questions)

The Emotional Distortion Effect The General Adaptation Syndrome ALARM! Coping Exhaustion Fight it? Flee from it? Is this threatening? Is this about me? Stress = FEAR

The General Adaptation Syndrome

The Conflict Continuum Need for Understanding Demand for Action The ZONE WE WAR

Essential Performance Management Skills Managing performance is about behavior The OIC (Oh, I see!) tool O I C Observed Behavior Interpretation of the meaning of that Behavior Confirm the natural Consequence of that Behavior

Managing performance

is about behavior

The OIC (Oh, I see!) tool

O

I

C

The OIC (Oh, I see!) Your turn

Your turn

More Essential Performance Management Skills Creating Candor and Conducting Crucial Conversations Candor IC = UC T

Candor IC = UC

T

Crucial Conversations Crucial Conversations: Those Day-to-Day Conversations that impact your life and create reality Pressured Conversations have different rules than non-pressured ones Side-by-side Conversations are more effective than face-to-face conversations What makes a conversation crucial? Opinions Vary Positions (organizationally) are power-differential positions Supervisor / Employee New Employee / Long-term Employee Expert / Novice The Stakes are High Emotions run strong History is difficult

Crucial Conversations: Those Day-to-Day Conversations that impact your life and create reality

Pressured Conversations have different rules than non-pressured ones

Side-by-side Conversations are more effective than face-to-face conversations

What makes a conversation crucial?

Opinions Vary

Positions (organizationally) are power-differential positions

Supervisor / Employee

New Employee / Long-term Employee

Expert / Novice

The Stakes are High

Emotions run strong

History is difficult

Focus… on what you really want For yourself For the other person For “us” For the organization, department, customer, etc. Take charge of your body (remember stress=fear) Master your Stories (“Always! Never!”) Create candor by becoming a master of the other person’s perspectives “ I recognize this is a crucial conversation…” “ I know this is important…” “ I know this really matters to…” “ What matters most to me is…”

Focus… on what you really want

For yourself

For the other person

For “us”

For the organization, department, customer, etc.

Take charge of your body (remember stress=fear)

Master your Stories (“Always! Never!”)

Create candor by becoming a master of the other person’s perspectives

“ I recognize this is a crucial conversation…”

“ I know this is important…”

“ I know this really matters to…”

“ What matters most to me is…”

More Essential Performance Management Skills Appreciative Inquiry Whatever we are trying to solve has already been solved somewhere in the organization. Search for solutions Amplify practices that already work Joe Hail, Sue Hammond

Whatever we are trying to solve has already been solved somewhere in the organization.

Search for solutions

Amplify practices that already work

Leadership from the Middle: Getting things Done When You’re Not in Charge What have you learned about creating clarity and alignment when you’re not it charge? The power of the question: What is our goal? What are we trying to accomplish? What are the roles? What are the constraints? What do we want to avoid? A word about “resistance”… What am I missing?

What have you learned about creating clarity and alignment when you’re not it charge?

The power of the question:

What is our goal?

What are we trying to accomplish?

What are the roles?

What are the constraints?

What do we want to avoid?

A word about “resistance”…

Building Strong Labor/Management Relationships Interest based relationships Interest based conversations Creating Candor The Crucial Conversations Model

Interest based relationships

Interest based conversations

Creating Candor

The Crucial Conversations Model

Interest Based Relationships Apart from candor few high stakes relationships thrive The purpose of the relationship is to foster and enhance mutual interests Focus on issues rather than individual personalities Focus on interests (values) not positions Create clarity about outcomes Create options Evaluate options using standards rather than power Clearly define decisions

Apart from candor few high stakes relationships thrive

The purpose of the relationship is to foster and enhance mutual interests

Focus on issues rather than individual personalities

Focus on interests (values) not positions

Create clarity about outcomes

Create options

Evaluate options using standards rather than power

Clearly define decisions

Interest Based Conversations Clearly define the issue (s) Work to achieve candor around the issues and their impact Clearly define my interest in the issue(s) Create criteria (standards for evaluation) Agree on criteria Create options Choose options against criteria

Clearly define the issue (s)

Work to achieve candor around the issues and their impact

Clearly define my interest in the issue(s)

Create criteria (standards for evaluation)

Agree on criteria

Create options

Choose options against criteria

Situational Leadership and Effective Decision Making Task Working Relationship 1) I decide I listen; I decide 3) We decide 4) You decide

I listen; I decide

Application Time What two concepts/tools will you use immediately? Identify someone in the class with whom you will talk about the effectiveness of these tools at a later date. Set the date.

What two concepts/tools will you use immediately?

Identify someone in the class with whom you will talk about the effectiveness of these tools at a later date.

Set the date.