1st Time Supervisor


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Guidance for 1st time Supervisors

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1st Time Supervisor

  1. 1. The First Time Supervisor: Strategies for a Successful Transition Prepared and Presented by: T. Randall Riggs9/13/2012 T. R. Riggs 1
  3. 3. MANAGING RELATIONSHIPS Irrespective of what industry you are in, as a first-time supervisor your prime responsibility is to provide directions and proactively connect myriad complex relationships, tasks, and resources together in order to successfully reach your goals.9/13/2012 T. R. Riggs 3
  4. 4. First step: making real connections Can we talk Most employees will respond well to a straight talking Asksupervisor who sought questions has them out. and listen9/13/2012 T. R. Riggs 4
  5. 5. When you meet people introduce yourself, ask questions, learn their Be genuine: views (and names!), all employees come equipped discover what they with emotional think about their role in radar which will detect anythe organization, and the falseness.important issues at hand. face-to-face9/13/2012 T. R. Riggs 5
  6. 6. Real personal relationships are the key to your success, not Parent – child your job title. relationship ≠ Supervisor – employee relationshipMany organizations are structured around authority, internal controls, and bureaucracy for many reasons.* *Command and Control has a limited shelf life. 9/13/2012 T. R. Riggs 6
  7. 7. Long term success is only Your performance achieved through people and success is directly driven by theinterconnected in productive overall effectiveness relationships which yield of your workplace relationships. synergistic results. 2+2=6 9/13/2012 T. R. Riggs 7
  8. 8. GETTING THINGS DONE THROUGH OTHER Before assuming aPEOPLE supervisory position, you supervised only Now you must trust and one person: yourself. In this rely upon others; you limited simply cannot do all the supervisory role, work effectively. It is not your immediate results were a possible. direct result of your individual You must tap the energy and effort. talent of others. 9/13/2012 T. R. Riggs 8
  9. 9. TECHNICAL SKILLS ALONE ARE NOTENOUGH You should clearly understand that your “doer” skills that were formerly You will need to bring brought you more to the game to win. recognition and rewards are not the ones that you are being paid for now 9/13/2012 T. R. Riggs 9
  10. 10. YOUR CHANGING RELATIONSHIPS New supervisors often get caught up in the cross-currents that relate to all ofAs first-time supervisor you will have the newa new peer group, new relationships theysubordinates (often your former must build andpeers), and for the first time for many, nurture.you will additionally have a differenttype of relationship with the seniorleaders of the organization. 9/13/2012 T. R. Riggs 10
  11. 11. Now you have to supervise the same people that were your friends and equals. It You must stop will be hard to say “No” to thinking of yourself as just “one of the friends when they ask for gang”. special treatment.9/13/2012 T. R. Riggs 11
  12. 12. TYPES OF RELATIONSHIPS IN THE WORKPLACE Not all relationships are the same Subordinates Peers Superiors 9/13/2012 T. R. Riggs 12
  13. 13. INVESTING IN RELATIONSHIPS People need Managing relationships coaching and requires that you actively direction to be communicate clearly and aligned to achieve convincingly, disarm common goals. conflicts, and build strong personal bonds. You must invest your time and energy in building your relationships. 9/13/2012 T. R. Riggs 13
  14. 14. LEVERAGING YOUR EXPERIENCE You have interacted with parents, siblings, friends, classmates, teachers, co-workers, Been there, neighbors, and many others gaining done it experience and understanding on many different levels of managing relationships. 9/13/2012 T. R. Riggs 14
  15. 15. People perform better individually and collectively in well-managed relationships because they feel aligned, committed, on board and motivated.9/13/2012 T. R. Riggs 15
  16. 16. GREAT NEWS: YOU HAVE A SUPPORTER Your conduct and behavior has convinced at least one superior that Self-confidence: got it? you possess the ability to successfully manage relationships.9/13/2012 T. R. Riggs 16
  17. 17. EMOTIONAL ROOTS OF RELATIONSHIPMANAGEMENT It sounds a bit harsh, however, in Your social skills some ways good relationship are what enable management is about managing you to be other people’s emotions to achieve persuasive, your desired outcomes. Perhaps a manage conflict, better way to think about it is that and create relationship management is about collaborative work friendship with purpose: moving environments. people in the right direction Mind over mood 9/13/2012 T. R. Riggs 17
  18. 18. Relationship Management Skill Set Components Inspirational Guiding and motivating with a compelling vision. leadership Wielding a range of tactics for persuasion. Influence Bolstering others’ abilities through feedback and guidance. Developing others Initiating, managing, and leading in a new direction. Change catalyst Resolving disagreements. Conflict management Cultivating and maintaining a web of relationships. Building bonds Teamwork and Cooperation and team building collaboration9/13/2012 T. R. Riggs 18
  19. 19. Leaving your troubles behind Everyone has to cope with their bad days and learn to leave their #1 Law of Self- emotional baggage at home, but awareness: when you are a supervisor, We all have bad days it’s even more important. 9/13/2012 T. R. Riggs 19
  20. 20. As a supervisor you need to be aware when your attitude and frame of mind has been negatively impacted by a bad day, or personal problem, and make certain that you proactively compartmentalize your personal problems.9/13/2012 T. R. Riggs 20
  21. 21. How to compartmentalize • Put it in a compartment by isolating the issue from all the other challenges you are dealing with. • Apply extreme focus on each compartment, but only for a short period of time. • Move forward in incremental steps. And once you see reasonable progress… • Close the compartment and open the next one. • Say “no” to things that don’t deserve a compartment.9/13/2012 T. R. Riggs 21
  22. 22. Compartmentalization, like all coping strategies is only a short-term solution, and may have both have positive and Remember negative aspects. Your goal as the old adage is to compartmentalize states, “the show issues so that you may must go on”.”. direct sufficient energy and attention to tasks at hand.9/13/2012 T. R. Riggs 22
  23. 23. WORKING AROUND THE CLOCK? Many first-time supervisors find it difficult to switch off after a hard days work, resulting in many taking their Delegate You cannot do it all work home with them. Both mentally and physically. 9/13/2012 T. R. Riggs 23
  24. 24. emotions are contagious This should go without saying, but when you are It is just as important stressed by your work, it for you to leave your is almost always reflected problems at work as in your words and actions. it is to leave your This will have a negative personal problems at impact on your family and home. friends, and can cause tensions in all your relationships.9/13/2012 T. R. Riggs 24
  25. 25. 8–8–8 Ideally, your typical day should be Work Life ▼ roughly divided into 3 thirds - work, home, sleep. That would equate to 8 hours for work, 8 hours for home, Balance and 8 hours for sleep.If you have this type of schedule I congratulate you for being so successful balancing work and life. 9/13/2012 T. R. Riggs 25
  26. 26. This invasion into private life can become unbearable if it continually Please don’t shoot the interferes with rest messenger, but the reality for and recreation, many supervisors is they constantly interrupts remain at least digitally family time. It can connected to the workplace and will create problems in your 24/7. personal relationships if not properly managed. Warning: No computers allowed on vacation9/13/2012 T. R. Riggs 26
  27. 27. Turn it off and digitally disconnect, at least on some reasonable occasional basis, to enjoy the rest of your life. You will be happier. Are you addicted to your I - Phone?9/13/2012 T. R. Riggs 27
  28. 28. WARNING: STRESS IS ADDITIVE So while a single issue or stress may be relatively Each new and persistent unimportant in and of itself, if it is stressor adds to your total coupled with an level of stress. already high level of stress. Do not become the straw that broke the camel’s back. 9/13/2012 T. R. Riggs 28
  29. 29. SELF - MANAGEMENT: MIND OVER MOOD Supervisors with this Avoiding a knee jerk reaction in the skill can effectively heat battle demands a self – manage their impulsive feelings management skill set that and stress well. does not come naturally to most. It requires a great deal of mental discipline and practice to perfect. 9/13/2012 T. R. Riggs 29
  30. 30. The first and most important step in coping with any personal problems in the workplace is simply recognizing the interconnection between your performance and your emotional frame of mind.9/13/2012 T. R. Riggs 30
  31. 31. Once you develop an awareness of how and when your emotions are impacting yourself and others you can then begin to cope by proactively employing tactics to develop and strengthen your self control. Negative emotional surges can be overwhelming9/13/2012 T. R. Riggs 31
  32. 32. Cope by allowing work to become a safe escapezone.Develop a support network of external confidantes.Seek professional guidance or counseling foryourself and/or others.Develop a healthy exercise and diet regimen.Try alcohol or drugs – strongly not recommended.9/13/2012 T. R. Riggs 32
  33. 33. Those who have mastered self – management have Controlling your state of mind is the ability to prevent Primary part of your negative personal job as a supervisorproblems from spilling allover relationships at work.9/13/2012 T. R. Riggs 33
  34. 34. MANAGING PERCEPTIONS TO SUCCEED You as a first-time supervisor should understandthat individual behavior is not driven by the wayour external environment actually is but, rather, on what we see or believe our external environment to be. “Reality is merely an illusion, albeit a very persistent one.” ALBERT EINSTEIN9/13/2012 T. R. Riggs 34
  35. 35. WHAT DO YOU SEE? 9/13/2012 T. R. Riggs 35
  36. 36. INDIVIDUAL VS. GROUP PERCEPTIONS One of the key rolessupervisors play is to create Groupthink:a shared understanding by common visionexercising influence in fostering and shaping perceptions. 9/13/2012 T. R. Riggs 36
  37. 37. WHAT DO YOU SEE? Failure to align perceptions, to see it the We do not all see same way, is often the things the same way root cause of many organizational conflicts. 9/13/2012 T. R. Riggs 37
  38. 38. PERCEPTIONS CREATE REALITY Whether or not a supervisor It’s the employee’ssuccessfully plans and organizes perception of a employees work and actually situation that helps them structure work more becomes the basis for behavior. effectively is far less important than how the employees collectively perceive the supervisor’s efforts.9/13/2012 T. R. Riggs 38
  39. 39. Being successful is not merely based on how hard you have worked; it isalso dependent on the perception of your performance. Don’t get your feelings hurtPerception can sometime actually supplant real performance. 9/13/2012 T. R. Riggs 39
  40. 40. MANAGING YOUR PERSONAL BRAND (REPUTATION) It is important to recognize the importance of your reputation, or brand which is based on What is you brand? the collective perceptions of your customers, superiors, subordinates and colleagues. Isolated negative perceptions can HAVE DISASTROUS consequences for your brand. 9/13/2012 T. R. Riggs 40
  41. 41. To better protect and manage your brand and career you must take responsibility for shaping the positive perceptions you want others to have about you.9/13/2012 T. R. Riggs 41
  42. 42. First impressions It is almost a cliché, but it is still so absolutely true. First impressions are lasting GET NOTICEDimpressions. Within secondson meeting someone, you will make an impression on that person.If you make a negative impression, you will have a difficult time changing it…ever. 9/13/2012 T. R. Riggs 42
  43. 43. EVERYTHING COUNTS Attention to your professional By some estimates upwards of 70 – 80 image should never flag, percent of what we especially in those first meetings. learn comes through our interpretation of It is important to remember non-verbal images and that everything counts behavior. when making first impressions.Your words alone simply will not create the whole impression. 9/13/2012 T. R. Riggs 43
  44. 44. DO NOT OVERPROMISE OR OVERSELL From the get-go Set your expectation build your credibility by being honest and bar realistically, and do not commit to always exceed your anything you cannot promises. deliver on. 9/13/2012 T. R. Riggs 44
  45. 45. Employees want straight answers. You will squander your creditability and lose any initial goodwill by trying to feed everyone what they want to hear or spouting platitudes about the kind of team you want. Employees immediately see through such meaningless drivel.9/13/2012 T. R. Riggs 45
  46. 46. BE REAL - LEAD WITH AUTHENTICITY In the first few weeks of You should be your new position you prepared and ready to quickly put forth should anticipate making your authenticfirst impressions in multiple persona in a positive first meetings. Get ready, and confident manner. be prepared to make the kind of first impression you want make. 9/13/2012 T. R. Riggs 46
  47. 47. LEADERSHIP VS. MANAGEMENT SKILLS Leadership and management are two distinctly different but complementary approaches critical for success in increasingly complex organizations.Leadership and management are linked but require distinctly different mind and skill sets. 9/13/2012 T. R. Riggs 47
  48. 48. NON-INTERCHANGEABLE EQUALSTraditionally management has been described in terms of planning, organizing, commanding, The same but coordinating, and controlling. differentLeadership generally is thought to be more about setting a vision and gathering followers through inspiration and emotional impact. 9/13/2012 T. R. Riggs 48
  49. 49. LEAD, MANAGE, OR GET OUT OF THE WAY An organization can be well – managed but lack strong For the first – time leadership. Alternatively, it is supervisor the key to also possible to have the reverse success is to situation, strong leadership with understand when to weak management. The real act as a Leader, and challenge is to have strong when to act as a leadership and strong Manager. management and use each to balance the other. 9/13/2012 T. R. Riggs 49
  50. 50. MANAGER FUNCTIONS LEADER FUNCTIONS Sets the direction Maintains the direction Follows well Takes the point Watches the bottom line Watches the horizon Plans and controls Inspires and develops Duplicates Innovates9/13/2012 T. R. Riggs 50
  51. 51. BE A SWITCH HITTER Your speed and As a supervisor you will be accuracy to recognize confronted with situations what approach best that will require you to act fits the situation and your capacity to as a manager, as well as quickly shift from situations that will require manager to leader, you to act as a leader. or leader to manager will largely contribute to your success.Almost as if you were an actor you must quickly and frequently switch roles. 9/13/2012 T. R. Riggs 51
  52. 52. Successful supervisors – whether at the top, middle, or entry level – perform leadership and managerial functions efficiently and effectively as necessary….unsuccessful ones do not.9/13/2012 T. R. Riggs 52
  53. 53. DON’T FORGET ABOUT FOLLOWERSHIP I do not want to burst your bubble, First-time supervisors should but as a first – timenever lose sight of how important supervisor you followership remains to their undoubtedly will still be following the success. directions of othersYour ability to follow others will remain an important skill set throughout your career irrespective of your position. 9/13/2012 T. R. Riggs 53
  54. 54. PERFORMANCE SMARTIrrespective of organization type, or industry sector, first-time supervisors will almost certainly have an increased responsibility for delivering results than an individual contributor. It is critical for first-timesupervisors to quickly recognize and embrace this new reality by becoming performance smart.Performance smart supervisors understand the ins and outs of winning performance.9/13/2012 T. R. Riggs 54
  55. 55. KEEPING SCOREThe bedrock of any performance Your goals must bemanagement system is the realistic and doable, and they have to beagreement and clear communicated and wellunderstanding of what needs to understood upward bybe done, as well as, when and how senior management and downward by your directit should be done. Without a clear reports.understanding of what kinds ofresults are needed, it is not possibleto achieve goals. You must learn how to keep score. 9/13/2012 T. R. Riggs 55
  56. 56. A PASSION FOR PERFORMANCE When you When you communicate vision communicate vision and goals, make certain that you and goals, make certain that you are are passionate about it. You passionate about it.are talking about the future of your You are talking aboutorganization and employees – not the future of your chopped liver. organization and employees – not chopped liver. Acknowledge and celebrate outstanding performance 9/13/2012 T. R. Riggs 56
  57. 57. REALITY CHECK There is a fundamental truth that should not be denied about the importance of Failure can sometimes be a “making yournecessary stepping stone – you must numbers” – This is learn how to cope with failure well HUGE! and learn from your mistakes. Not repeat them. SHOW ME THE MONEY! Accept results, not excuses 9/13/2012 T. R. Riggs 57
  58. 58. Consistently making your numbers, versus consistently failing to make your numbers is a vastly more likely to lead you to a brighter future.9/13/2012 T. R. Riggs 58
  59. 59. THE FUTURE IS NOW Workplaces of the future will undoubtedly look and feel different than today’s workplaces. The time to prepare In fact, the most certain for the future is now. prediction that can be made about the future is the absolute certainty of change. Change is the only future constant 9/13/2012 T. R. Riggs 59
  60. 60. Embrace change, lead change. 3 changes that we should reasonably anticipate: Successful supervisors are almost always are •Increasing influence of technology; future focused. •Increasing performance expectations; •Increasing rate and number of changes.Many, if not most, have difficulty seeing tomorrow, let alone next weekor ten years from now. But, the future is relentlessly bearing down on you. 9/13/2012 T. R. Riggs 60
  61. 61. Relish technology; do not sit on the side lines. Stay current; play with the newest gadgets & software, hint: be on look out for next Mark Zuckerberg. Raise your performance expectations; do not sit on your past accomplishments. Always be in the chase for the gold. Do not settle for average. Embrace change, lead change. Continuously re- imagine the future. Become an agile master of change.9/13/2012 T. R. Riggs 61
  62. 62. T. Randall Riggs, SPHR, GPHR trriggs49@aim.com www.linkedin.com/in/trandallriggs9/13/2012 T. R. Riggs 62