1. HIGHER EDUCATION
LEADERSHIP
Employee Best Practices in Supervision and Evaluation
Brian S. Nelson
Vice Chancellor, Legal Affairs and General Counsel
Lone Star College System
The Woodlands, Texas
2. Brian S. Nelson
General Counsel and Chief Legal Officer, Lone Star College System
The Woodlands, Texas
Houston Texas Area
Member of Chancellor's Executive Committee
Counsel to the Board of Trustees at Lone Star College System
Member of National Association of College and University Attorneys
Responsible for all legal affairs within the Lone Star College SystemHigher Education law, Employment law, Real Estate and
Acquisitions,Transactions, Policy Development and Construction Law
Lone Star College System is known for its innovation and its visionary thinking, Lone Star College System is the largest institution of higher education in the
Houston area and the fastest growing community college system in Texas.
LSCS offers associate degrees and certification in many areas of study.Through its progressive partnerships with four-year universities, LSCS can also offer
seamless opportunities to obtain bachelor's and master's degrees at one of its two University Centers.
Lone Star College Selected by Bill & Melinda Gates Foundation as a National Leader in Student Completion
Lone Star College System is recognized globally as the premier community college for student success, innovation and partnerships.
Fast Facts about LSCS
Chancellor: Dr. Richard Carpenter
Founded: 1972Student Enrollment: 85,000
Colleges: 5
University Centers: 2
Additional Centers: 6
Partner ISDs:11
6. Leadership in Higher Education
Higher Ed
96.3%
Confidence
National Leadership Index 2009, Harvard Kennedy School, Center for Public Leadership
7. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
8. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
9. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
10. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
11. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
12. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
13. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
14. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
15. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
16. Plateau of Good Enough in Supervising, Managing
and
Leading Employees??
17. Is being a Leader the same as
being a Supervisor/Manager?
Or
Is being a Supervisor/Manager
the same as being a Leader?
18. Titles, Roles and Influence
“The only thing a Title can buy is a little time - either to
increase your level of influence with others or to erase it”
“It’s not the position that makes the leader; it’s the leader that
makes the position”
“Personal and Organizational effectiveness is proportionate
to the strength of leadership”
“...Leadership is about influencing people to follow, while
management focuses upon on maintaining systems and
processes”
“Leadership is influence - nothing more, nothing less”
(The 21 Irrefutable Laws of Leadership, John C. Maxwell, Thomas Nelson, Inc. 1998)
20. The U.S. Supreme Court ruled that
Title VII’s anti - retaliation
provision protects an Employee who
speaks out about discrimination not
on her own initiative but in
answering questions during an
employer’s internal investigation.
A S u p e r v i s o r / M a n a g e r /
Investigator’s ability to lead and
influence ?
Responses During an Internal
Investigation Can
Form a Basis for Retaliation Claim
Crawford v. Metropolitan Govt of Nashville, 129 S. Ct. 846
21. Common Mistakes in Leading,
Supervising and Managing
1. Trying to be liked, rather than respected
2.Failing to ask employees for advice and help
3.Failing to develop responsibility and accountability in employees
4.Failing to keep criticism constructive
5.Not paying attention to complaints
22. Leading, Supervising and
Managing
1.Knowing your responsibility and authority is critical in success
in leadership, supervision and management.
2.If you are unsure – you need to ask.
23. Leading, Supervising and
Managing Is …...
1. Defining and communicating job requirements
2.Counseling and coaching
3.Providing job related training
4.Planning and organizing
5.Corrective and formative feedback
6.Evaluating performance
24. Delegation to Employees … Should I
Delegate to Employees?
1. To allow me to spend time and energy on the tasks to which add
the most value to your institution.
2.To distribute work among employees so it can be accomplished
more efficiently.
3.To increase the commitment of employees to the organization.
4.To develop employees.
25. Why Don’t We Delegate?
1. “I don’t have anyone smart enough”
2.“I can do the task better myself.”
3.“It will take too much time to explain what I want.”
4.“I can do the task faster myself.”
5.“I don’t want to burden my overworked staff.”
6.“I enjoy doing this task.”
“This task is so important, I can’t trust anyone else to do it.”
“If I can’t do the task myself, I have no right to ask anyone else to
do it.”
27. Decision Table
Fully Delegate Develop
Lead and
Monitor
Develop with
outer tasks
Trust Skills?
Yes No
Trust
Motivation?
Yes
No
28. 10 Best Practices in
Addressing Performance Issues
1.Get directly to the point. For example:
•The purpose for this meeting is . . .
•I asked you here to discuss . . .
•I want to spend some time discussing how
you . . .
29. 2.State why you are having this conversation. For
example:
•I have a concern about . . .
•A problem has occurred in . . .
10 Best Practices in
Addressing Performance Issues
30. 10 Best Practices in
Addressing Performance Issues
3.Describe what you know. For example:
•I saw . . .
•When I was told, I looked into the issue by . . .
31. 10 Best Practices in
Addressing Performance Issues
4.Describe the consequences of the continued
behavior. For example:
•If this continues, then . . .
•I am looking at this situation as a customer
would, it appears . . .
32. 10 Best Practices in
Addressing Performance Issues
Describe how you feel about what you know.
For example:
•I am very concerned about . . .
•I do not that that it is right that . . .
•I am upset that errors in the function keep
occurring . . .
33. 6.Encourage the other party to give their
side of the story. For example:
•Now, that is what I know but what is your
view?
•Is that the way you saw it?
•OK, now what is your reaction to what I
have said?
10 Best Practices in
Addressing Performance Issues
34. 7.Ask as many questions as you need to
understand the situation from the employee’s
perspective.
•Well, how do you know that?
•And then what happened?
•If you did that, then why did . . .
10 Best Practices in
Addressing Performance Issues
35. 8.Decide what specific actions must be done,
when, and communicate this information to the
other party. For example:
•I believe you must . . .
•The next time we meet on (date), I want you to
have . . .
10 Best Practices in
Addressing Performance Issues
