Part 1. Getting started
Leadership is the ability to
decide what is to be done
and then to get others to
want to do it.
The Supervision The opportunity:
more responsibility. Improve performance
More work. Learn more
More stress. Develop your skills
More challenge. Progress in your career
Why do you want to supervise others?
To increase your job satisfaction
To challenge your skills
To learn and grow
To gain more responsibility
To make more money
To achieve a personal goal
To gain confidence
What the difference?
SV a different ball game from just doing the
understanding the dynamic of working through
communicating well with others.
learning performance management skills.
effectively coaching others.
handling change positively.
How to transition to supervisor?
Three key area need your attention:
1. Personal needs
2. Other departments’ needs
3. Employees’ needs
First clarify your and yours’ employees
role, goals and job description.
To achieve targeted sales , maximize market
share, M.S. growth and customer share for
allocated products in the territory
1- Achieve annual territory sales target.
2- Implement territory action plan to optimize number of
calls on target customers.
3- Reach target visiting (quantity and quality) according
to annual sales objectives
Medical Representative Major
4-Check medical segmentation, maintain and
update customer information and complete
call reporting data.
5- Provide key and detailed information on
6- Provide & maintain updated competitive
information (e.g. market tactics and activities,
collection of competitor's materials)
Medical Representative Major
7- Co-ordinate cycles visit with co-detailing
colleagues to maximize customer coverage
8- Collect and record information relevant to
customer targeting and systemically .
9-Analyze territory product performance and
market data on brick-level on regular basis
and purpose action plan to area supervisor.
10-Regular update of Drs. List in his territory.
11-Ensure adequate preparation and follow-up
of specific training modules (medical,
product, selling skills). 10
Supervisor’s Job description
application of Marnys strategic plan and follow-up
of promotion/Med. Reps. To achieve targeted
sales , maximize market share, M.S. growth and
customer share for allocated products in his area.
1- Achieve annual area sales target.
2- Implement Marnys action plan to optimize Med. Reps
3- take the full responsibility of Med. Reps
Supervisor’s Major Accountabilities
4- Organize, Direct (lead), Coach, Delegate,
Motivate& control the Med. Reps.
5- Double visit for evaluation and support.
6- Sales& stoke analysis.
7- Follow up of Med. Reps. Plans.
8- Train, Develop, improve the Med. Reps. (scientific,
9- direct Med. Reps. For perform effective and
valuable reporting .
10- key accounts follow up.
For Manager only:
aspect of manger’s
• interpersonal aspect
of manger’s jobLeadership
(interpersonal aspect of manger’s job)
Increase/create tusks of his employments to
achieve objective by given good future
8. Direct 16
1. evaluated state & performance
2. SWOT analysis
3. improvement plan
4. improvement strategy
6. control/follow up
Important in management:
2. right delegation
3. share objective formation
4. good communication
6. accept change/development
7. given time to implement (my time)
8. support, implement success
9. basic/essential treatment problems
Transition with the employees:
Have your manger introduce you in your new role at a meeting.
At the meeting, explain your excitement and other feeling about the
Keep your early interactions with employee ‘low key’. Don’t come off
Meet with employee one by one to discuses their job, area. Be
informal, listen and ask for ideas to make things better.
Hold work group meeting. Be positive and discuses your goal to help
reach the company goals.
Observe people in action, help out where appropriate, and listen for
ways for improve.
Ask a few employee for their thoughts on changes you may want to
make. Seek their input.
Introduce changes more slowly if performance is good. Change
things more quickly if performance is poor.
The definition of a supervisor
SV is working with or
Excellence in SV means
achieving positive result
through people. (influencing
Involve two type of power:
1. Personal power : influencing people to
do things because they ‘want to’
2. Position power: influencing people to
do things because they ‘have to’
Excellence SV positively influence
people: employee, co-workers, and
Learning from your past experiences will help you do well as
Answer each question to help you define excellence in SV:
1) From your experience, what causes employee respect a
2) From your experience, what causes employee to dislike a
3) How do you want to be viewed as a supervisor? is their anything
you need to learn to help you achieve that?
4) What skills do you already have that will help you succeed?
5) What definition would you give to an excellent SV?
6) What is your role as a supervisor?
7) What duties will you perform in order to fulfil your role?
put a chick next to the responsibilities below that you agree with
and add others you believe are important:
Recognize employees for a job well done.
Treat all employees respectfully, fairly, honestly, and with dignity.
Keep employees informed about CO. goals and result.
Be positive and encouraging to employee.
Show interest in each employee as a person.
Give employees an opportunity to learn and grow through ingoing
training and education.
Deal with performance issues consistently and fairly.
Help employees develop teamwork and sense of belonging.
Be a good listener to employee problems and suggestions.
Encourage initiative and new ideas.
Communicate your belief in peoples potential and the importance of
the work being done.
Support and represent your employees in the company.
Accept your own mistakes openly and learn from them.
Be accountable for your results. This is leadership.
o Team leader
o Problem solver
you know it when you see it
a day in the life. . .
& things are changing
21st century changes. . .
•workplaces and values
you will know it when you see it
1. which does what?
2. where does it go?
3. where can I get it?
Strategies for getting started
Obtain a copy of your job description and then discuss it with
your manger to clarify goals, expectations, and priorities.
Talk to and interview three other supervisors or managers
whom you admire, ask them:
How they help people stay motivated.
How they handle problems.
How they keep a good attitude.
Make a plane for skills improvement (seminars and books)
Develop a written plan for your work area.
List action steps you will take to prepare to win.
Meet with your manager monthly to review results.
update him on your progress.
Discuss problems and your ideas for solutions.
Get input and new information from your manager.
Managing for high performance
with people is
How do I motivate people?
Key skills for managing performance:
1) Set clear expectations and goals
2) Give positive feedback
3) Handle performance problems effectively
4) Supervise with flexibility
The benefit of managing
are all supervisors use Key skills for managing
performance? Why use, not use it?
Why use these skills? Why aren’t they used more?
Why use these skills? Why aren’t they used more?
Build confidence in employee
Clarifies and expectations
General pride in a job
Increase job satisfaction
Creates willingness to go the
Relieves job boredom or
Don’t know how
Don’t think the skills work
Don’t want to change
Don’t have enough time
Have tried and failed
Laziness or apathy
Accept mediocre result
1) Set clear expectations and goals
SV must establish standards for
performance, this way employees will
know what good performance look like.
Standards often written in terms of the
goals to which they relate: quantities,
qualities, accuracy, service, and
How to set clear expectations?
By meeting with employees one by one.
During meeting address:
Explain the job during hiring process.
Go over job description during the interview.
Plan to review the job duties and goals regularly
With new employee, review the first day on the
job and at the end of first week
Focus on key job duties, goals, and result
during every regular meeting
How to set goals
Lack of clear goals relates to 80 % of performance problems.
Goal setting can improve performance 25%.
Establish clear expectations
Key job duties
Improve area * priorities + mark strength
performance goals (SMART)
2) Giving positive feedback
Feedback is the breakfast of champions.
Both + or – feedback are acceptable when
used correctly and appropriately.
Over 90 % of employee want more
recognition and praise
Principle of recognitions:
be specific, immediate as possible, related to activity
or result, personally, be sincere and genuine, and
praise progress and accomplishment.
Providing rewards and
3) Handling performance
Constructive negative feedback is the key to
high performance and motivation at some
How will the employee improve if he don’t
know what’s wrong or don’t’ realize their
In general no bad people there are no bad
people, just some with behaviour problems.
Review session (one-on-one meeting) to give
constructive feedback to improve poor
performance. (counselling or
Principles for giving
Be as immediate as possible.
Be specific about the problem.
Clarify your expectations, goals, and
Avoid judgmental criticism.
Treat the person respectfully.
General directions of Review
1) Counseling method:
extra help, privately done.
Steps will done:
1. Identify the problem.
2. Ask for the employee’s view.
3. Seek the employee’s ideas on how to improve.
(add your guidance)
4. Agree on a plan and put it in writing.
5. Establish a follow-up review of results.
Follow General directions of
2) Disciplinary method:
mostly include verbal and written warning,
to protect the employee’s rights, yourself,
and your Co.
Steps will be to done:
1. Identify the problem.
2. State the expectation or goal.
3. State the consequence.
4. Ask for employee comments, then summarize.
Ex. Identifying performance
Potential performance problems:
Poor services or workmanship
Performance below expectations
Difficulty getting along with other
Customer complaints about the person
Critical or negative about work and the company
Lake of follow-through
Counseling or discipline?
Describe a situation where you need to use the (Counseling or
4) Supervising with flexibility
Work with employee according their needs and situation.
All employee need goals, recognition, and help with
Different strokes for different folks.
Determining how to best help each employee,
according to the individual’s current needs
Motivation: this involves a person’s willingness
to do the job. (does the employee “want to” and
believe he can do the job? )
Skill: this area takes into consideration
experience at doing a job. (does the employee
have the knowledge and ability to perform well? )
Basic approaches for managing for high
Relationship app. Training app.
Encourage the employee
Ask for input and listen to the
Solve problems with the employee
Be positive and enthusiastic
Check in with person every day
Give regular praise
a) Relationship approach
Understanding employee needs:
are the money is the most important motivator?
1. Challenges (goals, risks, change, learning)
2. Recognition for a job well done.
3. A feeling on things (teamwork, input, opportunity)
4. Job security
b) Training approach
On The Job training for employee who are inexperienced (any job, task,
For OTJ to be effective, it involve 4 basic phases, called P3+E.
Excellent SV must encourage employee to active participation during
Plan for training involvement for employee 2- 4 training per year.
very important of SV with flexibility is
assessing the employee’s performance
Performance level employee
( EMB )
Performance Assessment continued
Assessment can be on an overall basis or on the
basis of meeting specific criteria.
Goal Area Current Performance
Quality of work M (meets expectations)
Timeliness of work E (exceed expectations)
Teamwork with other B (below expectations)
Part 3. communicating with
Part 3. communicating with
Dependant = Interdependent =
Use the key communication skills checklist to help you do better,
develop interdependent relationship with employee.
a) Communicating One-On-One
Why was a policy necessary?
- too many SV were reactive, not proactive.
- (A SV who is too busy for employee is too busy to be a supervisor)
- you should meet with inexperience employee more often
Purpose of One-on-One Discussion:
Discuss performance issues
Listen to personal problems
Conduct a coaching session
Brainstorm new idea
Delegate a task
What’s the benefits of one–on one
Eliminate some problems
Prevent other problems
Demonstrate respect and
Build rapport and trust
Goals of delegating:
give an employee a task he can do or can learn to do, so you can accomplish other
Develop your employees’ skills
Accomplish better and faster result
Reasons for not delegating:
(why many leaders fail to delegate for a variety of reasons?)
Lake of confidence in employee
Lack of time to communicate about a task or train the employee in the
Personal pride and reward in doing a task
Personal competence in a task and desire for it to be done right
Fear of letting go of a task
Don’t know how to degree delegate
How to delegate
1. Outline clear expectations, goals, and reasons for delegating the task.
2. Set timeline.
3. Answer any questions or concerns.
4. Reassure the employee that he can do it. Give needed tools, support,
5. Follow up to chick on progress.
Make A Plan to delegate
Task/goal keep delegate Why delegate or keep
b) Communicating with a team
Use a Team Approach
HOLD REGULAR WORK GROUP MEETING TO:
Share company and department information
Communicate about performance results
Brainstorm ways to improve
Check on how people are doing
Guideline for team meeting
Have an agenda that you’ve prepared
Start on time
End on time
Get others involved by asking for input
and letting other present material
Be a good listener
c) Communicating every day
MBWA- “Managing By Wandering Around”: to be
available and to roll up your self to interact and work with
Evidence of poor communication
The SV is never around to talk things over or make a decision
The SV is always in a meeting
The SV spends too much time on the computer pounding out memos or
The SV is unapproachable because of a negative attitude
The SV claims to be too busy to listen about problems and concern
The SV never holds a department meeting
How, why Communicating
every day with others?
Comm. Requires interaction with others
(discuss focus on weather, moon, vacation,
interest, family, general news).
Comm. Is an investment (if you give your
employee more of your time they give you
more of they time, return)
Treat people with respect, talk to them,
listen, and work with them.
The best leaders have the best people skills
Communicating with your
Reason for communicating upward
Keep your manager informed of your progress
Build your manager’s confidence in your ability
to get things done
Minimize the problems your manager has to
Get help when needed
Share your ideas and solutions
Strategies for proactive
make a commitment.
Prepare, prepare, prepare.
Ask for another feedback.
Delegate tasks effectively.
Continuous improve your skills.
Coaching for excellence
Coach must keep everyone on the team
in touch with present-moment realities.
Knowing where they stand
knowing where they’re falling short of
Knowing it openly and fairly.
The changing playing field
Emergence of the information age
Increasing customer demands
The best and worst supervisors
4. … 81
(day to day relationship between the supervisors and the employee)
(talking one-on-one with employee to help them improve
1) Review goals and expectations.
2) Assess level of performance.
3) Provide feedback/ guidance.
4) Develop action plans.
5) Establish follow-up.
Strategy for effective coaching
Discuss the result of the coaching for
excellent inventory with your manager.
Review how you have applied informal
Complete a formal coaching session
with an employee and document the
results using the coaching worksheet.
Part 5. Dealing with
To improve is to change, so to be perfect
is to have changed often.
The four forces create the
1) Emergence of the information
2) Greater competition.
3) Increasing customer
4) Volatile workforces.
Do you see the change as a
problem or a possibility?
Be forced to change
Make a deliberate
choice and plane to
Techniques for communicating
Hold department meetings
Conduct one-on-one sessions
Use change-management skills
Get people involved through
Do group problem solving
2- Change management skills
Communication with others, introduce to the
Together focus on a purpose of the change.
Empower others to participate positively in adjusting
to the change.
Aim for consensus on how to achieve the goals of
Manage the process to track more effective results.
3- Brainstorming change ideas
Go for quantity rather than quality, to keep
Absolutely no criticism is allowed
Everyone’s participation is encouraged
Give employee a few minutes to write individual notes
Share one idea at a time through a round robin
Build on each other’s ideas
Creative or weird ideas are helpful
Uses of brainstorming
Improve a procedure
Build team work
4- the problem-solving
1. Clearly and specifically identify the problem
2. Outlines 3-5 obstacles that get in the way of
3. Outlines 3-5 forces that will help your success.
4. Identify 3 alternative solutions and the possible
5. Decide on a course of action.
6. Create a specific plan to implement the solution.
7. Follow up 108