Super supervisor final aug2017

11/5/2017 www.AboveorBandJM.com 1

Dr. Leahcim Semaj...
Noted among the leading Motivational
Speakers, Creative Thinkers and Problem
Solvers in the Caribbean.
This Psychologist combines ancient wisdom
with contemporary ‘livity’ to bring fresh
insight to old human problems.

Which Superhero Would You be?

Issues for The “Super”- visor
CHAPTER - 1
Misconceptions
about the
Supervisor’s Role

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The Crisis in Middle Management
oSupervisor
as Prefect
oSupervisor
as Headman

The Traditional Responsibilities of The
Supervisor
1. Scheduling and tracking progress
2. Teaching new skills
3. Evaluating employee performance
4. Enforcing work rules and safety policies
5. Selecting personnel
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The Supervisor is Now Responsible
for Ensuring Total Quality
oService that
exceeds
customers
expectation
o CONTINUOUS IMPROVEMENT
o EMPLOYEE INVOLVEMENT
o CUSTOMER FOCUS
o MEASUREMENT

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The Expanding Role Of The Supervisor
1. Developing teamwork
2. Encouraging continuous improvement
3. Encouraging employee involvement
4. Customer focus
5. Measurement

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Role Conflict
oTraditional
Roles
oNew Roles

Contrasting The Roles
EXPANDED
o Developing teamwork
o Encouraging continuous
improvement
o Encouraging employee
involvement
o Customer focus
o Measurement
TRADITIONAL
o Scheduling and tracking
progress
o Teaching new skills
o Evaluating employee
performance
o Enforcing work rules and
safety policies
o Selecting personnel

EXERCISE #1
List the most serious difficulties
you encounter when fulfilling a
supervisor's role.

CHAPTER - 2
Role of Supervisor
as Midfield Player

Understanding Your Roles
& Responsibilities
as a Middle Manager:
MIDDLE MANAGEMENT IN BUSINESS IS LIKE
THE FOOTBALL MIDFIELDER
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Change Management
Businesses are placing a heightened focus
on Middle Managers
◦ building change management capabilities,
in today’s world,
the only constant is change.

Organizations Have Flattened
And Now Run Lean,
Middle Managers play an
increasingly important role.
They are charged with seeing
that an organization’s vision
and strategy are executed.

THE CRITICAL FUNCTIONS for
MIDDLE MANAGERS:
1. Strategic
Alignment of
Vision & Goals
1
2. Resource
Allocation
2
3. People
Development
3

1. STRATEGIC
ALIGNMENT OF
VISION AND
GOALS:
The job of a middle manager is
to develop division or region
objectives that align with the
company vision and goals.
Then, the mid-level manager
communicates goals, strategies,
tactics and policies with front-
line managers.

2. RESOURCE
ALLOCATION:
Middle managers direct the
resources for training and
development, materials, supplies and
technology.
Make policy decisions on staffing
business units.
Establish what equipment, materials
and supplies are needed in each
business unit to achieve optimum
production or results.

3. PEOPLE
DEVELOPMENT:
Middle managers develop and
train employees in the organisation
for better functioning and for filling
up vacancies that may arise in
future.
Most importantly, middle managers
develop front-line staff.
Coach, motivate and lead front-line
sales, service or production teams.

/
CRITICAL SKILL SETS TO NURTURE as a
SUPERVISOR
Communication
1
Emotional
Intelligence
2
Coaching
3
Conflict
Resolution
4
Team
Building
5

CHAPTER - 3
oBringing out the
best in Employees
oThe 7 Basic Needs
The Supervisor
Must Confront

Does a Good Leader
Have To Be Tough?
Deepak Chopra
February 12 2014
https://www.deepakchopra.com/blog/view/1467/does_a_good_leader_have_to_be_tough?
11/5/2017
www.AboveorBandJM.com 31

Do you have to make yourself
tough if you want to be a leader?
o Each of us has natural tendencies
that we can build upon or avoid
•the choice is ours.

Here are the positives and negatives
of a tough leadership style,
owhich are well worth considering
in your own career path.

Positives:
1. Toughness provides sharp focus.
2. You quickly know who is an ally and who is an enemy/rival.
3. You can use intimidation as a competitive tactic.
4. If people fear you, they will respect you.
5. Weaker people will submit to your will.
6. Time isn't wasted making friends - what counts are results.
7. You will be labeled a winner in the eyes of other warrior types.
8. You won't have a guilty conscience about hurting others - this is
war, after all.

Negatives:
1. Other warriors will gun for you.
2. Loyalty based on intimidation can't be trusted.
3. Setbacks will be labeled as defeats.
4. Tough minds are generally closed minds.
5. Constant vigilance is called for, since everyone is a potential
enemy.
6. The lack of friends eliminates the possibility for personal
connections.
7. Tough leadership generally thrives only in an atmosphere of
crisis.

There's a long tradition
o of ignoring the downside of toughness and
overvaluing the upside.
oNotoriously tough generals like Patton
were not as effective in WW II as a
conciliator like Eisenhower, for example.

The attitude of "you're either for
me or against me"
othat is the code of tough leaders is quickly
interpreted by others as
• "This is all about me,"
oand that is the opposite of how good
leadership works.
oGood leadership is about fulfilling the needs
of those you manage and oversee.

The bottom line,
o is whether you view life - and business, which is part of
life - as a battle.
o Many people do.
o They deeply believe that success requires constant
struggle against the odds.
o There is little joy in such a worldview;
• at its worst, it is soul-killing.

As you consider what kind of leader
to become,
oit's valuable to know that there are
workable alternatives to toughness
•not the opposite, which is to be soft.
oAn entirely different model takes you out
of the hard-soft, tough-weak scheme.

The model I have in mind
obreaks needs down into a hierarchy,
owhere the leader examines the kind of
need the situation presents
• and then adapts the tactics that fit that
need.

There are 7 basic needs a leader
must confront
1. Safety and security.
• When people don't feel safe, your tactic should focus
of reassurance, providing security, pushing back
against threats, and bringing a dangerous crisis to a
safe conclusion.

There are 7 basic needs a leader must
confront
2. Achievement and accomplishment.
• When people crave material success, your tactic
should focus on
rewards for good work,
effective competition,
• and providing an avenue to personal success.

must confront
3. Community and cooperation.
• When success depends upon a group effort,
your tactic should focus on loyalty, forming alliances,
establishing esprit de corps, and creating a work
atmosphere where every member can make a
contribution.

must confront
4. Being understood and valued.
• When people are being asked to push to the
limit,
your tactic should focus on appreciation, bonding at
the personal level,
showing that you care,
understand, and listen.

must confront
5. Creativity and discovery.
• When a situation calls for creative
breakthroughs,
your tactic should focus on giving everyone free time
and an open space, tearing down barriers between
workers and managers, and opening the door to
many viewpoints and approaches.

must confront
6. Inspiration and values.
• When people need to feel inspired by the
challenges that lie ahead, you can't adopt a tactic.
Inspiration comes by living the values you preach,
making yourself a beacon of light for others to admire
and follow.

must confront
o 7. Higher purpose and enlightenment.
• Finally, there is the deep need to feel an
allegiance to God or a spiritual goal that will
bring fulfillment to the soul.
• You can't plan in advance to fill this need.
• If you are called on, there will be a
transformation within yourself.

In this model of leadership,
otoughness is only one of many qualities that
a leader must possess.
oNo one can expect to be a universal leader;
• situations change, and when they do, specific
leaders rise to meet the challenge.
oBut you will hold an enormous advantage if
you have seen the whole landscape.

Life is unpredictable,
oand chaining yourself to toughness as your
only response is a narrow strategy,
oone that may succeed in a crisis while
failing miserably in many other areas.

CHAPTER - 4
Four
Management
Styles

The Next Level
4 Management Styles
Low Task
High Relationship
COLLABORATION
High Task
High Relationship
INFLUENCE
High Task
Low Relationship
DIRECTION
Low Task
Low Relationship
DELEGATION

Influence-style Management
o Influence-style management requires good
communication skills
o This may require practice, courage, and determination,
• but social skills can be learned
o You need not be a charismatic charmer to be successful,
you need only have the ability to communicate clearly,
directly, and courteously

Other Styles of Management
Direction
o Direction-style leaders are high in task behavior:
o They make assignments, set deadlines and' goals,
and monitor progress
o But they're low in relationship behavior
oWHEN?

Collaboration
o Collaboration-style
supervisors are low in task
behavior and high in
relationship behavior
o They encourage employee
development and training,
provide emotional support,
and work to maintain a
positive working environment

Delegation
o Delegation-style leaders are
low in both task and relationship
behavior
o They rely on others to set specific
goals, make decisions, and
motivate and monitor team
members
o They set strategies and assign
areas of responsibilities

Principles of Influence
oInfluence requires that
you merge task-
monitoring behaviors with
relationship-building
behaviors

Involvement Over Surveillance
o As a supervisor, you have a
right and responsibility to stay
informed of your employees'
work;
• yet employees often find
constant surveillance threatening
or demeaning

The implicit message of surveillance
o is that that the supervisor expects employees not
to perform if not watched
o As an alternative to surveillance,
•Supervisors can stay informed of work
progress by maintaining involvement in the
work process

suggestions for establishing
involvement:
o Offer help:
o Rather than trying to catch employees in mistakes,
• try to help your employee do his or her work better
and faster
o Give suggestions for improvement
• rather than criticisms

For example:
o Instead of saying "Your work is too slow,"
• say "The fastest assemblers all seem to prefer
setting up each component in advance."
o Of course, if your employee doesn't take the
hint,
• you may need to be more direct
o Showing rather than telling is often helpful.

Ask specific questions about
progress:
oRather than ask general questions about
progress
• to which you'll likely get general answers,
oask specific questions.

For example:
oRather than "How's it going?" try something
like
• "What did you decide to do about the Brown order?"
oThis will allow you to establish a dialogue
about how work is progressing and the
procedures being used.

Look for opportunities to praise
work:
o No one likes to be criticized
o To some employees, supervisors
represent potential criticism, so they
attempt to avoid or circumvent
supervision
o Establish yourself as a source of praise
o Look for things that your employees have
done well and comment on them

Your comments need not be elaborate
o Indeed, by overstating praise you discount its
value; but even routine operations deserve
comment when they are done well
o For example, you might say
• "That's a good letter," or
• "Your work area always looks nice."
o If your employee anticipates praise when
you are reviewing his or her work
• he or she will be much more open about communicating
with you

Ask for suggestions:
o Ask your employee how a process might be
improved or how a recurring problem might be
avoided
o He may have good suggestions
o Even if the suggestions prove impractical, however,
listening to the employee's comments will help you
assess his or her understanding of the task.

Match The Maturity Of Your Employee:
o You have a responsibility to stay informed of work
progress, but it is demeaning to employees to
continuously check progress on routine operations that
have consistently been completed properly
o Experienced workers who have demonstrated their
abilities to complete tasks correctly need little supervision
even in the completion of important and complex tasks

Find opportunities to work alongside
employees:
o Working with employees when the work load is
high increases your credibility as a manager and
allows you to observe directly how work is
completed
o It also provides opportunities to demonstrate your
own commitment to quality work performance

CHAPTER - 5
Mastering
Communication

11/5/2017 www.AboveorBandJM.com 7011/5/2017 www.jobbank-ja.com 70
Communication Over Intimidation
o All of us are more confident
in situations where we know
both what to expect and
what is expected of us
o Supplying this information to
employees prevents
misunderstandings, stress,
and conflicts

Communication

Communication
oDeveloping communication
skills is a priority, given the
central role that supervisors
hold, and their need to clearly
and effectively communicate
both up and down in the
organization.

Communication is
o a huge umbrella that covers and affects all than
goes on between human beings

Communication is
o the single most significant factor that
determines the kind of relationships we
have and what happens to us

In periods of great stress
ocommunicating with others that pull
us through
orenewing inner strength
olifting our vision
oreaffirming the meaning of life

For the message to get through
people must believe that you are
otrustworthy
olikeable
orepresent warmth
orepresent comfort
orepresent safety

This happens without words
oWe plug into
thousands of
preconscious
cues

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre
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The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making
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To Get To The New Brain
oThe message
must first
pass through
the first brain

EFFECTIVE COMMUNICATION…
o is based on emotional impact
o we must be believed to have impact
o ALL FIRST BRAIN
o LIKABILITY IS THE SHORTEST PATH
•TO BELIEVABILITY AND TRUST

HOW MUCH TIME DO YOU
SPEND COMMUNICATING?
oWe spend
between 50%
and 80% of our
waking hours
communicating

Eye Communication
oYour #1 skill
o BELIEVABILITY
• verbal - 7%
• vocal - 38%
• visual - 55%
oconnects mind to mind

The benefits of Good Eye
Communication...
oConnects First Brain to First Brain
oUse involvement in business/social
•5 to 7 seconds of eye contact

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Dress and
Appearance
o You never get a second
chance to make a good
first impression
o The first 2 seconds
programmes the
impression
o Makes emotional contact
o Clothes as costume

The Benefits of Good Posture and Movement
o in first impressions posture tells more than
clothes
o you feel taller and more powerful
o you look more confident
o eye communication is easier
o your movement gives visual variety to the eye of
the audience

Voice and Vocal Variety
oyour voice is the vehicle
of your message
oshould be naturally
authoritative
oput a smile in your voice
othe use of a tape
recorder

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THE MIND WORKS BY SOUND
o Powerful oral
tradition
o Preacher,
Politician, DJ
o You talk to more
people than you
write to

WHEN PEOPLE CAN’T SEE YOU
o(as on the phone)
othe intonation and
resonance
oauditory delivery count for
84% of your emotional
impact and believability

THE
BENEFITS
OF GOOD
VOICE
AND
VOCAL
VARIETY
oyou are more effective on
the phone
oyou can transmit more
energy and information
oyou are attractive to the ear
oyou are first brain friendly

Make Expectations Clear:
o Designate times and dates by which you expect tasks to
be completed
• and inform the employee that you are to be notified if the
deadline can't be met
o For example, you might say,
• "I would like to have this project completed by Friday
• Please tell me if you don't think this will be possible"

Communicate Organizational Goals:
o Explain project and company histories, management
structures, and corporate philosophy and culture
o Make sure that each employee understands how
your company positions itself in the marketplace
• and how his or her work helps the company serve
customers better.

Communicate Goals And Intentions Of
Policies And Procedures
oInstead of using your authority to order
employees to perform
•communicate the goal of the task or policy
•allow employees to share responsibility for
meeting that goal

EQ

Emotional Intelligence

EQ/IQ

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Provide feedback:
o Workers need to know how they are doing
o They need to know that their contributions are
valued and what they can do to improve
o When providing feedback, observe the following
guidelines

•Start early:
o Early in the life of a project, employees know that they
aren't expected to understand procedures perfectly.
• (i.e., There are no dumb questions on Day 1.)
o As time passes, however, employees will become more
hesitant to admit confusion or poor understanding
o Open channels of communication early in the work
process

Be prompt:
o Delayed feedback loses its impact
o Intervening events may confuse motives and blur
details
o Point out errors when you see them
o Praise good performances when they occur

Give feedback frequently:
o No one can work quickly and effectively when he or she
lacks confidence
o New problems arise continuously in most business
operations
o You must frequently reassure employees about proper
procedures and performance levels

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Be Specific:
o Note specifically what was done well and what needs to be
improved
o Praise can be general
o "Nice job!" is a compliment and a good motivator, but it
should be followed up with a specific description of tasks
or portions of tasks that were performed especially well
o Criticism must always be specific
o Note exactly which tasks need improvement and why

Criticize in Private:
o About 2,000 years
ago, Publiluis Syrus
gave the following
advice:
•Secrete amicos
admone; lauda
palam.

Criticize in private
o The advice is sound for employees as well
o Public reprimands are powerful - dangerously so
o They are often effective in the short run because
most people retreat from public humiliation;
• but they also create deep-seated resentments that are
often slow to heal

Establish yourself as a
source of praise:
oEmployees will be much more receptive to
your involvement in their work if their good
work is acknowledged
oEstablish yourself as a source of praise
o4 to 1 ratio.

Establish yourself as a
source of praise:
o Look for things that your employees have done
well and comment on them
o Praise is a form of positive reinforcement
oThe more specific you are in giving praise, the
more likely you are to see desirable behaviors
repeated

WHAT IS YOUR CONFLICT STYLE?
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4 Lose/Leave - Avoiding
5. Win/Win - Collaborating

Team Building

A Team Requires
10 Functions to be Covered
oA variety of
functions are
required for a
operate optimally
o Visionary
o Pragmatist
o Explorer
o Challenger
o Referee
o Peacemaker
o Beaver
o Coach
o Librarian
o Confessor

You Must Work Through The 5 Stages Of
Team Development
Forming
Storming
TransformingNorming
Performing

Work With The 7 Team-Building Functions
o SUPPORTING
o GATEKEEPING
o HARMONIZING
o PROCESS OBSERVING
o CONFRONTING
o MEDIATING
o SUMMARIZING

Cover
Anger Management
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Anger is One Letter Short of danger

Martin Luther King Jnr.
11/5/2017www.AboveorBandJM.com119

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What is Anger?
Anger
Management

Anger vs. Aggression
Anger is
something
we feel.
Aggression is
something
we do.
It's possible to FEEL angry
• without BEHAVING aggressively.

The 3 Keys to Anger
What we’ve learned
How we think
Level of arousal

Anger & Aggression
HAVE BENEFITS
• they're immediate,
• but temporary.
HAVE COSTS
• they're delayed,
• but lasting.

Anger is Controllable
1
• We can unlearn it.
2
• We can change our thinking.
3
• We can reduce arousal.

CHAPTER - 6
Supervisory
Management is
Not a Popularity
Contest

CHAPTER - 7
o Staff Development
o Training & Coaching
o Performance Evaluation

CHAPTER - 8

CHAPTER - 9
Handling
Office
Romance

The 800lb Gorilla at Work
o Sexual harassment is a hot topic these days,
recall the case of Jamaican cricketer Chris
Gayle who came under fire internationally for
asking a female reporter out during a live
television interview.
o The subject is fraught with controversy
worldwide, and in Jamaica, it is no different.

The 800lb Gorilla at Work
o Women and girls are more likely to be victims of sexual
harassment, everything from unwanted catcalls to physical
intimidation.
o It is seen by many as ‘part of our culture,’ nothing more
harmless than a man ‘looking a woman,’ with the implication
that this attention should be welcomed.
o In fact, in some cases, resistance of these calls and
innuendos in the streets can lead to a sound telling-off.

…That no one wants to talk about
o Sexual Harassment is a serious concern, and for
years, Jamaican lawmakers had promised to take
legislation to Parliament to address the controversial
issue.
o The first big step to having an anti-sexual harassment
law on the books was taken in March 2014 when it was
announced that a draft bill would soon be in the hands
of Cabinet for its perusal.
o December 2015, the Sexual Harassment Bill was finally
tabled in Parliament.

Let’s Get the Facts
o What is Sexual Harassment?
o What is NOT sexual
Harassment?
o Threadlike line between the
two?
o Should there be a cultural
context in this global faux
pas?

Rights and Responsibilities
o Employers’
responsibilities and
obligations under the Act
o Employees’
responsibilities,
obligations and rights
under the Act

The Proposed Legislation
o Prohibits unwelcome physical contact or
advances of a sexual nature,
• such as a demand or request for sex or
sexual favours,
o and provides a framework for offenders to
pay civil damages in court to persons whose
feelings have been injured or who have
suffered humiliation as a result of sexual
harassment.

The Proposed Legislation
oIt defines sexual harassment as
• “the making of any sexual advance towards a
person, by another person, which is
reasonably regarded as unwelcome, offensive
or humiliating by the person towards whom
the advancement is made.”

How can companies
protect themselves?

Approaches to Office Romance
Exploring the continuum from ‘Banning’ to
‘Encouraging’ and everything between.

We can’t prevent sparks from flying
but we can sure prevent a legal blow-up.
o Zero Tolerance
o Self-Declaration
o Love Contracts
o Not within the Chain of Command
o No Manager and subordinate
o Persons at the same level can date
o Separation from the department/unit
o Separation from the company/institution
o Termination if in breach of company policy

The Special case of CEOs, MDs, EDs
and other Senior Officers
o Sleeping with the boss.
o What if you are the boss?
o What do the statistics say about the likelihood of
Office Romance lasting and becoming permanent
relationships?
o If an Office Romance become a long-term relationship
what do the statistics say about the prospects for
marriages lasting?
o Seems very bleak. The numbers are very gloomy.

IS IT WORTH THE RISK
to family, job and career?

The Bills
oBill O'Reilly
oBill Cosby
oBill Clinton
oBill Clarke
oBill Gates

During the romance:
Unintended consequences:
• Public display of affection
• Perception of favouritism
• Co –workers feel uncomfortable
• Jealousy/ Hostile work environment
• Morale issues/Too much time together
• Social Isolation/Ostracism

After the Romance: When love goes
wrong- consequences to individuals
and the company
o Tension at work
o Self Esteem Issues
o Victimisation
o Loss of credibility
o Integrity issues/Reputational damage
o Loss of spouse or long term partner
o Termination
o Laws suits/ Court Judgements
o Financial Settlements

IF YOU THINK YOU HAVE
FOUND TRUE LOVE AT WORK,
WHAT DO YOU DO?

CHAPTER - 10
Leading by
Example

EXERCISE #2
List 3 situations in which you might use
involvement techniques to build better
relationships with employees who are
performing below their potentials

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EXERCISE #3
List 3 situations in which you might use
communication techniques to build better
relationships with employees who are
performing below their potentials.

11/5/2017 164
EXERCISE #4
List 3 situations in which
Leading by example
could enhance the credibility of your
supervision

Part 2: Participant Work Groups
(20 Minutes)
oIn this session, the participants will join small
working groups to explore issues arising from
the presentation.
oThey will identify the challenges,
•the change strategies for self and/or
circumstances
•and the help that will be required.

Structure of Responses
1. The source and origins of the problem?
2. What is the desired situation?
3. What can you do get the optimal outcome?
4. Any special challenges in the organization?

Part 3: Participant Presentations (15 Minutes)
oIn this session, the participants will share
experiences and conclusions from the
working groups with the full gathering.

What Will You Do When You
Leave Here Today?
oEach participant will identify what s/he as
individuals have decided to do:
•Immediately?
•Within One week?
•Within One month?

Your Action Plan:
Time Frame YOU Your Team
Immediately
One Week
One Month

Super supervisor final aug2017

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