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Challenges of Staff Supervision – Day One

Challenges of Staff Supervision – Day One. Presented for VCU – Non-profit Learning Point by Sarah Harvey. DAY ONE (12/5): Introductions Course Objectives Challenge of Leadership Mission Statements Developing SMART Goals Communicating to Others. DAY TWO (12/12): Performance Management

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Challenges of Staff Supervision – Day One

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  1. Challenges of Staff Supervision – Day One Presented for VCU – Non-profit Learning Point by Sarah Harvey

  2. DAY ONE (12/5): Introductions Course Objectives Challenge of Leadership Mission Statements Developing SMART Goals Communicating to Others DAY TWO (12/12): Performance Management Coaching and Feedback Discussion on Team Motivation Participant Practice Sessions Agenda

  3. Introductions • Name • Organization • Title • Tenure • Workshop expectation - one challenge you face as a supervisor

  4. Course Objectives • Understand the challenges of leading in today’s workplace • Review the steps of the Performance Management Cycle • Develop Goals and Objectives that support the organization • Identify Communication Styles • Practice giving feedback • Discuss Team Motivation • Consider the benefits of effective performance management to the individual, the team and the organization

  5. Changing Times Demands for higher quality products Need to produce more with less Greater emphasis on customer service HR Laws TECHNOLOGY Changing Roles Coaches Motivators Change Agents Analysts of data Strategic Planners Decision Makers Delegate to others LEADERS vs. MANAGERS Role of the Manager

  6. Leaders… ... treat others with respect, are fair and consistent ... value differences in people ... attack issues, not people ... show the courage to let people learn from their mistakes ... believe that they have the power to make a difference, and accept the responsibility of trying

  7. The Challenge: A successful leader is able to get things done through other people.

  8. Purpose of Performance Management • Set Work Goals and Expectations • Determine Merit Increases • Identify Training & Development Needs • Document Employment Actions • Document Promotion Approvals • Identify Special Skills, Abilities & Interests • Provide Individual Recognition

  9. Benefits of Performance Management • Overall, Improved Performance • Better Communication • Goal Clarification • Documentation of Performance Problems • Support Compensation Actions

  10. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

  11. Set Expectations: Performance Standards • Employee Performance Standards or Competencies • Management Standards or Competencies • Performance Standards Checklist • Organizational Objectives • Individual Objectives • Job Descriptions

  12. Skill Practice: Performance Standards

  13. Break

  14. Organizational Goal Alignment Strategic Vision or Mission Goals and Objectives Tactical Tasks or Projects 12

  15. Mission Statement • A short, to the point statement developed around the company’s purpose. • An overriding statement which provides focus and direction. • A statement from which goals and priorities can be developed.

  16. Mission Statement: Example “To provide a system of high quality, comprehensive health services to qualifying Virginians and their families.”

  17. Organizational Goal Alignment Strategic Vision or Mission Goals and Objectives Tactical Tasks or Projects 12

  18. How to Write S.M.A.R.T. Goals Specific Measurable Attainable Relevant Time bound

  19. Goal Setting Reminders • Avoid overwhelming associate • Make it measurable • Consider their ideas, if possible • Follow-up on a regular basis

  20. Exercise: SMART Goals Specific Measurable Attainable Relevant Time bound

  21. Organizational Goal Alignment Strategic Vision or Mission Goals and Objectives Tactical Tasks or Projects 12

  22. Action Plan Format • Goal: Specific function to be performed • Now: Present performance • Standard: Desired performance • Action Steps: Activities that build skill or build discipline • Time frame: Target date for overall goals and step goals • Follow-up: Schedule for check-in • Measurement: Tools used, methods used

  23. Action Plan: Example • Goal: Bring in an average of $8,000 per month in pledges • Now: Average $5,000 per month • Standard: Desired performance ($10,000/month) • Action Steps: • Listen in on phone calls and get feedback on your calls • Role Play with manager • Shadow top performers and write down tips • Time frame: One month from today • Follow-up: Weekly meetings with manager • Measurement: Review individual reports

  24. Exercise: Goal Setting

  25. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

  26. Monitoring Performance • Personal Observations • Records Or Reports • Employee Communication • Outside Sources • Other Supervisors • Co-workers • Mid-year or Quarterly Review • “Note to File” documentation

  27. Lunch Break

  28. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

  29. Noise Her Filters His Filters What is Communication?

  30. Understanding Non-Verbal Communication • 7% - Words • 38% - Tone • 55% - Body Language

  31. Steepling Rubbing neck Hands to nose, mouth, and/or eyes Chewing on glasses Takes glasses off and tosses them on table or desk Stroking chin Hand supporting head Hand on side of face with finger up Folded arms Pledge of allegiance Head rub Hands behind head Starter’s position Ear tug Understanding Non-Verbal Communication

  32. Break

  33. Know Your Audience • Four distinct behavior styles will help you better understand your communication style and those of others around you • By understanding, you will: • Build trust, and • Communicate more effectively

  34. What Type of Communicator are You? Dominance Influencing Steadiness Competency

  35. DOMINANCE Direct Decisive Aggressive Strong Ego Problem-solver Impatient Risk-taker Self-starter INFLUENCING Enthusiastic Trusting Popular Impulsive Emotional Optimistic Talkative Understanding Your Style

  36. STEADINESS Possessive Steady Predictable Understanding Friendly Good listener Team player Sincere COMPETENCY Accurate Conscientious Fact-finder Precise High standards Systematic Analytical Sensitive Understanding Your Style

  37. Skill Practice with DISC styles

  38. Homework Review

  39. Thank You! Sarah Harvey Employee Centric Contact info: Sarah@employeecentric.com 804-513-5672

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