Lcc supervisor training morale time email


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Lcc supervisor training morale time email

  1. 1. Supervisor Training Communication, Boundaries And Morale Boosting
  2. 2. Boundaries <ul><li>Personal Boundaries </li></ul><ul><li>(Personal comfort zone) </li></ul><ul><li>Personal business </li></ul><ul><li>Privacy (TMI) </li></ul><ul><li>Personal beliefs </li></ul><ul><li>Professional Boundaries </li></ul><ul><li>(Conduct as a supervisor) </li></ul><ul><li>Attitude </li></ul><ul><li>Gossip </li></ul><ul><li>Appropriate discussion </li></ul><ul><li>Outside affiliation with staff & families </li></ul><ul><li>Harassment </li></ul><ul><li>Solicitation </li></ul><ul><li>Client Boundaries </li></ul><ul><li>(conduct with clients) </li></ul><ul><li>Physical space </li></ul><ul><li>Outside contact </li></ul><ul><li>Social networking </li></ul><ul><li>Favoritism </li></ul><ul><li>Giving money </li></ul><ul><li>Over identify </li></ul><ul><li>Too casual or informal </li></ul>
  3. 3. Boundaries <ul><li>Personal Boundaries Keeping your personal life separate from your work environment is important. </li></ul><ul><li>Examples: </li></ul><ul><li>Keeping personal information to yourself </li></ul><ul><li>Not allowing personal issues & challenges infringe on your ability to perform at work </li></ul><ul><li>Not using your time at work to deal with personal issues not related to the job </li></ul><ul><li>Talking about your personal habits, vices, adult behavior, etc. </li></ul><ul><li>Restrict Facebook settings </li></ul>
  4. 4. Boundaries <ul><li>Professional Boundaries Finding the balance between being personable and remaining professional is critical. Always default to a professional demeanor and establish rapport after boundaries are clearly defined and established. </li></ul><ul><li>Examples: </li></ul><ul><li>Maintaining professional demeanor, dress, language, communication & conduct at all times while at work </li></ul><ul><li>Responding appropriately to challenges on the job despite personal feelings or inclination to respond differently </li></ul><ul><li>Developing relationships with other staff, contractors risky and blur the line </li></ul><ul><li>Prevent Staff Splitting </li></ul>
  5. 5. Boundaries <ul><li>Client Boundaries </li></ul><ul><li>Clients cross boundaries often. It is the responsibility of the staff person to establish and reinforce appropriate boundaries at all times. Examples: </li></ul><ul><li>Keeping appropriate physical boundaries with clients; no touching, hugging or physical playfulness with clients </li></ul><ul><li>Don’t give gifts, money, gum, resources, etc. unless it’s a part of the program </li></ul><ul><li>Keeping emotional boundaries in all interactions; </li></ul><ul><ul><li>be aware of favoritism </li></ul></ul><ul><ul><li>clients liking you or you </li></ul></ul><ul><li>Keeping appropriate social boundaries </li></ul><ul><ul><li>Not over identifying with clients </li></ul></ul><ul><ul><li>Not interacting too casually with clients </li></ul></ul><ul><ul><li>Not allowing clients to interact to familiarly or casually with you or in your presence (always acknowledge inappropriate behavior or language) </li></ul></ul>
  6. 6. Staff Splitting <ul><li>3 Forms of Staff Splitting </li></ul><ul><li>The Direct Qualitative Compliment (backhand) </li></ul><ul><ul><li>It sure is nice to have a supervisor who supports me and doesn’t just sit there and criticize my work. (unlike some people I know) </li></ul></ul><ul><li>The Indirect-Comparison Compliment </li></ul><ul><ul><li>‘ So and so’ never made us do that. She just let’s us do it later. (and things worked just fine that way) </li></ul></ul><ul><li>The Dry “Snitch” </li></ul><ul><ul><li>Sorry I didn’t get back to you but I was waiting on ‘so and so’ to send me his edits first. </li></ul></ul>
  7. 7. Anti-Splitting <ul><li>Combat Splitting </li></ul><ul><li>The Direct Qualitative Compliment (backhand) </li></ul><ul><ul><li>Well to be fair, ‘so and so’ </li></ul></ul><ul><ul><li>I am sure we don’t have all the information about … </li></ul></ul><ul><li>The Indirect-Comparison Compliment </li></ul><ul><ul><li>I know that this is the current expectation and how can I help you meet it? </li></ul></ul><ul><li>The Dry snitch </li></ul><ul><ul><li>Given that, how can we move forward? What’s the best way? </li></ul></ul>
  8. 8. Morale Boosters <ul><li>“ How Can I Help?” </li></ul><ul><li>Create a control plan for negativity. </li></ul><ul><ul><li>Negativity is not healthy to the agency or us as individuals. </li></ul></ul><ul><ul><li>Dispell the “Myth of Management” by distinguishing truth from perception, fact from myth. </li></ul></ul><ul><ul><li>Encourage staff supporting each other and being empowered to respond to situations. </li></ul></ul><ul><ul><li>Foster and encourage multiple avenues of constructive, productive communication and collaboration within the agency. This can be critical yes, but condemning or blaming, no. </li></ul></ul>
  9. 9. Morale Boosters <ul><li>Open Communication </li></ul><ul><li>Be realistic and focus on strength-based, performance-based language </li></ul><ul><ul><li>Try: These are difficult changes and we can talk about the impact as well as how we will continue to improve. </li></ul></ul><ul><ul><li>Not: Yeah, this is bad and I don’t know what’s really going on or what is happening. </li></ul></ul>
  10. 10. Morale Boosters <ul><li>Being Onboard First </li></ul><ul><li>Reflect on your own concerns </li></ul><ul><ul><li>Try: Setting aside time to reflect and identify top concerns to address and find appropriate ways to address them. </li></ul></ul><ul><ul><li>Ask yourself: What is the best solution? </li></ul></ul><ul><ul><li>How can I support staff and eliminate any splitting or ‘us and them’ binaries. </li></ul></ul><ul><ul><li>Remember the principles: Going above and beyond is the standard of Excellence </li></ul></ul>
  11. 11. Morale Boosters <ul><li>Accountability </li></ul><ul><li>With positive presupposition, beware of </li></ul><ul><ul><li>Deflection. If a staff deflects, determine if it is directly related to what you are asking them to do. </li></ul></ul><ul><ul><li>Hostility. “This is just not fair, things are crazy around here, etc.” Challenge them to be very specific and accurate and personal. Not including others not present. </li></ul></ul><ul><ul><li>Vicarious trauma. EAP, HR. If it’s unacknowledged, contrast feelings and general sense from actual events. </li></ul></ul>
  12. 12. Morale Boosters <ul><li>Attitude and Climate </li></ul><ul><li>Model, don’t mirror </li></ul><ul><ul><li>Encourage. You risk being one of them or being out of touch but mirroring negativity eliminates the “adult” from the interaction. </li></ul></ul><ul><ul><li>Ask Questions. What do you mean? Do we know that for certain? What does that mean for you? What was the context? Typically people have half the story and it fair to point that out so we can move forward. </li></ul></ul><ul><ul><li>Recast & reframe. With principles in mind (guarding against sarcasm but using humor appropriately), restate the issue from a more fair balanced point of view as if others were present. </li></ul></ul><ul><ul><li>Redirect. Subtle or not so subtle redirection to strength based, performance-based focus is the most helpful. </li></ul></ul>
  13. 13. Morale Boosters <ul><li>More do’s & don’t’s </li></ul><ul><ul><li>Avoid threats. You are lucky to still have a job, etc. It doesn’t inspire. </li></ul></ul><ul><ul><li>Share good news . Instead appreciate and ask permission to share </li></ul></ul><ul><ul><li>Stay focused. Keep in mind what your goals are with staff and base interactions on them. </li></ul></ul><ul><ul><li>Be positive. Contrast challenging changes with positive improvements, changes and opportunities. </li></ul></ul>
  14. 14. Time Management <ul><li>Headline: Time Is Running Out For Our Superheroes! </li></ul><ul><li>Elements of Keeping Track of Your Precious Time </li></ul><ul><li>Assess: Do a 30 min. time audit of a day </li></ul><ul><li>Layer: Block out regularly scheduled meetings and let everyone know </li></ul><ul><li>Prioritize: Prioritize the most important tasks and let everyone know </li></ul><ul><li>Eliminate: Identify lowest priority tasks and duties to reduce or eliminate </li></ul>
  15. 15. Time Management <ul><li>The Best Way To Say “NO” </li></ul><ul><li>Prioritize when there is a conflict </li></ul><ul><ul><ul><li>Predetermined priorities will decide, not you </li></ul></ul></ul><ul><li>Negotiate or renegotiate </li></ul><ul><ul><ul><li>Take 1 minute to talk through creative options </li></ul></ul></ul><ul><li>Consult your supervisor </li></ul><ul><ul><ul><li>Check with others to build support & buy in </li></ul></ul></ul><ul><li>Calibrate expectations of your involvement </li></ul><ul><ul><ul><li>Get clear on what you are being asked and what you can offer </li></ul></ul></ul>
  16. 16. Email Management <ul><li>Email Communication </li></ul><ul><li>Email pet peeves: I didn’t get your email! </li></ul><ul><li>Responses & replies: replies help, even to say thanks or got it. Supports accountability </li></ul><ul><li>The angry email: don’t do it, call instead or face to face </li></ul><ul><li>Group emails: Read them carefully, identify what you want passive recipients to do with info </li></ul><ul><li>Transferring info: pen handy </li></ul><ul><li>Email retrieval: archive, folders, searches </li></ul><ul><li>Before sending: proofread, reread </li></ul><ul><li>Serial Cc’er: exclude after relevant parties engage </li></ul>