Mentorship vs. Supervision: How You Can Be the Best for Your Staff. Harkmore Lee, MSW Director of Training & Education CALCASA. Today’s Agenda. Overview of workshop Group Agreements Learning Objectives Supervisions vs. Mentorship Benefits How to develop a mentoring/coaching approach
Harkmore Lee, MSW
Director of Training & Education
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments.
What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.
HUMOR IS WELCOME
BUT humor should never be at someone else's expense.
We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
(Oxford English Dictionary )
(Merriam-Webster's Collegiate Dictionary )
Feedback- positive recognition of a job well done or the constructive criticism of a skill or task which could use improvement.
Desired behaviors- the actions or skills that provide the most effective completion of a task.
Replacement behaviors- new behaviors to replace ineffective or inappropriate behaviors.
Create a “coaching” or workplan plan for an employee with whom you work.
1. Determine the employee's strengths and weaknesses:
2. Invite the individual to self-assess according to competencies.
3. Discuss the plans for improvement or growth.
4. Identify the best situation for new learning to take place.
5. Identify the best times for you to observe new behaviors.
6. Observe the employee and note what is effective and ineffective.
7. Provide immediate feedback with examples and describe replacement behaviors.
8. Model respect for the individual.
1. Think about a staff member or volunteer who you currently supervise or may be supervising.
2. Identify two behaviors or skills of that person that you value and see as a strength, as well as two more that you see as a weakness and should be improved upon.
3. Pair up in groups of 3 in the room. Introduce one another. Describe the strengths and weakness of the your staff member/volunteer to each another (but withhold the identity of that staff member/volunteer)
4. Take one of the strengths and weaknesses and have your other two group members role play each strength and weakness. Then provide both positive feedback and constructive criticism
5. Discuss what the experience was like with each other.