Supervisory And Leadership Skills Development 2009


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Supervisory and Leadership Skills Development

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Supervisory And Leadership Skills Development 2009

  1. 1. Supervisory and Leadership Skills Development PT University Presented by Dr. De Hicks SCGI
  2. 2. Overview of Today’s Class <ul><li>The Unique Role of Supervisor and the dynamics of the supervisory relationship </li></ul><ul><li>Some surprising fundamentals of the supervisory job </li></ul><ul><li>Essential performance management skills </li></ul><ul><li>How to have crucial conversations </li></ul><ul><li>How to foster greater engagement </li></ul><ul><li>Leadership from the middle: getting things done when you’re not in charge </li></ul><ul><li>Building strong labor/management relationships </li></ul><ul><li>Managing conflict: Navigating through conflict constructively </li></ul><ul><li>Creative Problem Solving: Appreciative Inquiry and Root Cause conversations </li></ul><ul><li>Situational leadership and decision-making skills </li></ul><ul><li>Creating Clarity of expectations and alignment of efforts to remove hassle </li></ul>
  3. 3. Your Expectations? <ul><li>By the end of this class, I would like to learn how to… </li></ul>
  4. 4. The Power of Assumptions <ul><li>Our Assumptions are what we believe to be true. </li></ul><ul><li>They can be </li></ul><ul><li>ours borrowed </li></ul><ul><li>current out of date </li></ul><ul><li>tested not tested </li></ul><ul><ul><li>What are your assumptions about …. ? </li></ul></ul>
  5. 5. <ul><li>What have you learned about challenging your own assumptions? </li></ul><ul><li>What have you learned about challenging the assumptions of others? </li></ul><ul><li>It’s time to check assumptions whenever… </li></ul>
  6. 6. Some Assumptions for Today’s Class <ul><li>Leadership is about … </li></ul><ul><li>Management is about… </li></ul><ul><li>Supervision is about… </li></ul>
  7. 7. <ul><li>Candor is the “high octane fuel” of any organization </li></ul><ul><li>I make work work for me; Work is personal </li></ul><ul><li>The Power of Choice: We always do what we want to do. (Think about it) </li></ul><ul><li>Corollary: We do what we do as long as it works for us. </li></ul><ul><li>… as long as we think it works for us </li></ul>
  8. 8. <ul><li>The supervisory relationship is unique. It has only one purpose: ______________ </li></ul><ul><li>Therefore, the supervisory relationship is not about </li></ul><ul><li>Therapy </li></ul><ul><li>Family </li></ul><ul><li>Friendships </li></ul><ul><li>Detective Work </li></ul>better performance
  9. 9. The Two Dimensions of the Leadership, Management and Supervisory Job <ul><li>Create Clarity </li></ul><ul><ul><li>Expectations </li></ul></ul><ul><ul><li>Outcomes (results) </li></ul></ul><ul><li>Create Alignment </li></ul><ul><ul><li>Rules of engagement </li></ul></ul>
  10. 10. Some Surprising Fundamentals of the Supervisory Job <ul><li>The Role of Supervisor </li></ul><ul><li>Say, “Please” </li></ul><ul><li>Say, “Thank You” </li></ul><ul><li>Tell me when I’ve done a good job </li></ul><ul><li>Exercise: What have you learned? </li></ul>
  11. 11. Managing Conflict: Navigating Constructively through Conflict <ul><li>Assumptions: </li></ul><ul><li>What do you know for sure about conflict at work? </li></ul><ul><li>Who is excellent at managing conflict? </li></ul><ul><li>What do they do? </li></ul>
  12. 12. <ul><li>Leaders Create Conflict </li></ul><ul><li>When conflict occurs, the ______________ is forever changed. </li></ul><ul><li>Conflict, when well managed, can bring powerful opportunities for improvement and innovation. </li></ul><ul><li>The best conflict (“essential conflict”) occurs when both parties report that it was worth it. </li></ul><ul><li>No conflict, no change. No change in behavior, no resolution. </li></ul><ul><li>Conflict rarely occurs apart from very powerful emotions. Such emotions have a distorting effect on conflict. </li></ul><ul><li>Our primary tool for managing conflict is curiosity (behaviorally: asking genuine questions) </li></ul>relationship
  13. 13. The Emotional Distortion Effect <ul><li>The General Adaptation Syndrome </li></ul>ALARM! Coping Exhaustion Fight it? Flee from it? Is this threatening? Is this about me? Stress = FEAR
  14. 14. The Conflict Continuum Need for Understanding Demand for Action The ZONE WE WAR
  15. 15. Essential Performance Management Skills <ul><li>Managing performance </li></ul><ul><li>is about behavior </li></ul><ul><li>The OIC (Oh, I see!) tool </li></ul><ul><li>O </li></ul><ul><li>I </li></ul><ul><li>C </li></ul>Observed Behavior Interpretation of the meaning of that Behavior Confirm the natural Consequence of that Behavior
  16. 16. The OIC (Oh, I see!) <ul><li>Your turn </li></ul>
  17. 17. More Essential Performance Management Skills Creating Candor and Conducting Crucial Conversations <ul><li>Candor IC = UC </li></ul><ul><li>T </li></ul>
  18. 18. Crucial Conversations <ul><li>Crucial Conversations: Those Day-to-Day Conversations that impact your life and create reality </li></ul><ul><li>Pressured Conversations have different rules than non-pressured ones </li></ul><ul><li>Side-by-side Conversations are more effective than face-to-face conversations </li></ul><ul><li>What makes a conversation crucial? </li></ul><ul><ul><li>Opinions Vary </li></ul></ul><ul><ul><li>Positions (organizationally) are power-differential positions </li></ul></ul><ul><ul><ul><li>Supervisor / Employee </li></ul></ul></ul><ul><ul><ul><li>New Employee / Long-term Employee </li></ul></ul></ul><ul><ul><ul><li>Expert / Novice </li></ul></ul></ul><ul><ul><li>The Stakes are High </li></ul></ul><ul><ul><li>Emotions run strong </li></ul></ul><ul><ul><li>History is difficult </li></ul></ul>
  19. 19. <ul><li>Focus… on what you really want </li></ul><ul><ul><li>For yourself </li></ul></ul><ul><ul><li>For the other person </li></ul></ul><ul><ul><li>For “us” </li></ul></ul><ul><ul><li>For the organization, department, customer, etc. </li></ul></ul><ul><li>Take charge of your body (remember stress=fear) </li></ul><ul><li>Master your Stories (“Always! Never!”) </li></ul><ul><li>Create candor by becoming a master of the other person’s perspectives </li></ul><ul><ul><ul><li>“ I recognize this is a crucial conversation…” </li></ul></ul></ul><ul><ul><ul><li>“ I know this is important…” </li></ul></ul></ul><ul><ul><ul><li>“ I know this really matters to…” </li></ul></ul></ul><ul><ul><ul><li>“ What matters most to me is…” </li></ul></ul></ul>
  20. 20. More Essential Performance Management Skills Appreciative Inquiry <ul><li>Whatever we are trying to solve has already been solved somewhere in the organization. </li></ul><ul><li>Search for solutions </li></ul><ul><li>Amplify practices that already work </li></ul>Joe Hail, Sue Hammond
  21. 21. Leadership from the Middle: Getting things Done When You’re Not in Charge <ul><li>What have you learned about creating clarity and alignment when you’re not it charge? </li></ul><ul><ul><li>The power of the question: </li></ul></ul><ul><ul><ul><li>What is our goal? </li></ul></ul></ul><ul><ul><ul><li>What are we trying to accomplish? </li></ul></ul></ul><ul><ul><ul><li>What are the roles? </li></ul></ul></ul><ul><ul><ul><li>What are the constraints? </li></ul></ul></ul><ul><ul><ul><li>What do we want to avoid? </li></ul></ul></ul><ul><ul><li>A word about “resistance”… </li></ul></ul>What am I missing?
  22. 22. Building Strong Labor/Management Relationships <ul><li>Interest based relationships </li></ul><ul><li>Interest based conversations </li></ul><ul><li>Creating Candor </li></ul><ul><li>The Crucial Conversations Model </li></ul>
  23. 23. Interest Based Relationships <ul><li>Apart from candor few high stakes relationships thrive </li></ul><ul><li>The purpose of the relationship is to foster and enhance mutual interests </li></ul><ul><li>Focus on issues rather than individual personalities </li></ul><ul><li>Focus on interests (values) not positions </li></ul><ul><li>Create clarity about outcomes </li></ul><ul><li>Create options </li></ul><ul><li>Evaluate options using standards rather than power </li></ul><ul><li>Clearly define decisions </li></ul>
  24. 24. Interest Based Conversations <ul><li>Clearly define the issue (s) </li></ul><ul><li>Work to achieve candor around the issues and their impact </li></ul><ul><li>Clearly define my interest in the issue(s) </li></ul><ul><li>Create criteria (standards for evaluation) </li></ul><ul><li>Agree on criteria </li></ul><ul><li>Create options </li></ul><ul><li>Choose options against criteria </li></ul>
  25. 25. Situational Leadership and Effective Decision Making Task Working Relationship 1) I decide <ul><li>I listen; I decide </li></ul>3) We decide 4) You decide
  26. 26. Application Time <ul><li>What two concepts/tools will you use immediately? </li></ul><ul><li>Identify someone in the class with whom you will talk about the effectiveness of these tools at a later date. </li></ul><ul><li>Set the date. </li></ul>