Supervisor Training

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Supervisor Training
July 2003
Colwell &Salmon Communications
India Ltd.

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Agenda
 Have a plan before you start
 Time management
 How do you impact the organization
 Using the resources that are available to
you
 Making people work with you not for
you
 Conclusion

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I. Have a Plan Before you Start
 What is the objective of your plan?
 What are your job objectives?
 Establish a plan of action at the
beginning of your day/week/month.

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What is the Objective of your
plan?
 What do you hope to accomplish through
the plan? Write this out on paper with one
side showing what you would like to
accomplish and the other side showing the
tasks that need to be completed to achieve
the objective. Make a checklist of every
thing that needs to be done to achieve your
objective

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Art

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Example
To motivate and develop my direct reports so that we can achieve
the maximum potential and exceed our targets.
Lead by example, let my people see me working hard and staying
positive so they can follow my lead.
Monitor my reps, both performance, attitude and call handling so they k
Provide my reps with the feedback they need so they can develop
Communicate with my boss so he/she knows what I am doing and how

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Have a Plan Before you Start
 What are your job objectives?
– Knowing these will help you define your plan.
What are your KPI’s and KRA’s? These will
be an important part in your plan and should
always correlate with your list of what you
want to accomplish.

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Have a Plan Before you Start
 Establish a plan of action at the
beginning of your day/week/month.
– On a daily basis write out on paper or in
Outlook what your tasks are.
– Add them to your task bar in outlook and
schedule reminders if necessary
– This will aid you in managing your time so
that you can execute your plan.

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II. Time Management
 Now that you have a plan you need to
manage your time so that you can
execute
 Define the key areas and tasks that you
need to accomplish on a daily basis
 Discuss the level of importance of all
tasks with your direct supervisor
 Define all deliverables, timeframe, and
formats along with prioritization
 Schedule your time

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Time Management
 Now that you have a plan you need to manage
your time so that you can execute
– As mentioned earlier, once you are able to define
your key responsibilities, timeframes, and
expectations you can then schedule around those
events or tasks so that you will know what
availability you will have on a daily basis to devote
to your other responsibilities (i.e. meetings,
trainings, coaching, special project(s).

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Time Management
 Define the key areas and tasks that you
need to accomplish on a daily basis
– Go through these with your direct
supervisor and make sure they are not
assuming you are doing something that you
are not aware has been assigned to you.
This is effectively communicating with your
supervisor to ensure you are meeting all of
their expectations

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Time Management
 Define all deliverables, timeframe, and
formats along with prioritization
– Once you have been able to meet with your
supervisor and come to an agreement on what
deliverables are expected of you and when, you can
now start to schedule those as well, so that nothing
slips through the cracks. The best way to ensure
there are no gaps in communication write all of
your deliverables, timeframes, and formats down
in outlook and send a mail to your manager so that
all is in writing and clearly defined.

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Time Management
 Discuss the level of importance of all
tasks with your direct supervisor
– Work with them to define the prioritization
level of each. By working with your
manager to define the level of importance
of each of your tasks you will always be
spending your time, as they want you to.

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III. How do you impact the
organization?
 The supervisor or team lead
 Effectively managing your people
 Follow up and Execution
 Know the numbers
 Push information down to the reps

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How do you impact the
organization?
 The supervisor or team lead
– This is one of the most crucial positions in an
organization due to the impact it has on the number
one resource in our company. People.

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How do you impact the
organization?
 Effectively managing your people
– Knowing your reps statistics and quality
percentages is the responsibility of all
supervisors. Probably even more importantly
is communicating those numbers to your
direct reports.

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How do you impact the
organization?
 Follow up and Execution
– We can come up with some truly wonderful
processes and documentation and we can
promise and say just about anything. The true
measure of an effective manager though will
be in their ability to follow up and to follow
through with what they say they will do.

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How do you impact the
organization?
 Know the Numbers
– Along with knowing your representative
numbers you also need to know the overall
campaign performance. If you are making
sure that your reps performance is at or above
the minimum standards then the overall
performance should be fine.

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How do you impact the
organization?
 Drive information to your direct reports
– Being able to tell the reps where the campaign
is on a performance standpoint is critical to
get them to care about their performance.
– Share articles and motivational material with
them as well.

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IV. Using the Resources that
are Available to You
 QA
 Management Team
 IS
 IT
 Business Development
 Upper Management

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Using the Resources that are
Available to You
 QA
– Quality assurance is at the forefront of all
kinds of helpful information on quality,
customer feedback (leads), and feedback on
trends reps quality and call handling.

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Using the Resources that are
Available to You
 Management Team
– We have an abundance of supervisors and
managers in our company that hold a great
amount of knowledge and experience. In
most cases others have probably faced the
challenges that we face in our company.

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Using the Resources that are
Available to You
 IS (Information Services)
– We have an incredible reporting team in
Albany and they have tools to do analysis
that will save you time and energy.

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Using the Resources that are
Available to You
 IT (Information Technology)
– At times it may make sense to request
information on a database from IT. In
most cases this is provided by IS but on
some occasions IT may prove to be a
valuable resource.

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Using the Resources that are
Available to You
 Business Development
– In some cases you may have questions
regarding program parameters or deliverables.
In these cases you may want to refer to the BD
representative that proposed the program, they
may have some insight as to why something is
the way that it is.

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Using the Resources that are
Available to You
 Senior or Upper Management
– Don’t be afraid to ask your Direct Supervisor
questions if you are unclear of a process or
key component of a campaign. Its always
better to ask the question then to proceed
without a clear understanding, this is how
monumental mistakes are made and clients
lost! Clarify!

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V. Make People Work With
You NOT For You
 Encourage your people
 Recommend as oppose to reprimanding

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Make People Work With You
NOT For You
 Encourage Your People
– Think about when you were in grammar
school were you ever told that you have to
learn something? This is generally not how
you are able to get the most out of people or
develop them.

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Make People Work With You
NOT For You
 Recommend Without Reprimanding
– People take feedback much better when they
feel that they are being coached or groomed
for greater things. When they feel that the
coaching comes in the form of a lecture they
will not respond the way that you like or need.

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Conclusion
 Being in management is not an easy job.
There are so many angles and different
aspects in your jobs. It truly takes much
time and dedication to truly become and
effective supervisor.