140 likes | 225 Views
This guide outlines leadership style, performance feedback process, decision making, communication processes, conflict resolution, and change management within the 100 ARW Safety Office. It emphasizes coaching, open-door policy, chain of command, performance development, and internal and external communication processes. Conflict resolution procedures for co-workers and supervisors are outlined, along with a structured change management process. The guide aims to establish clear expectations, promote effective communication, and navigate conflicts and changes within the office.
E N D
Introduction to the 100 ARW Safety Office Jason Thigpen LEAD 520 Final Project
Leadership Style • Coaching • My style is more of bring you along rather than directive at first. • However, as time goes on expectations will change and I will expect more, so there will be less coaching. • Open Door Policy • Everyone says that, but I am here for you, if you need me come get me. • I also need to know how I am doing, if there is areas that you see a need for improvement come in and talk.
Chain of Command • 100 Air Refueling Wing Commander • 100 Air Refueling Wing Chief of Safety • 100 Air Refueling Wing Ground Safety Manager • 100 Air Refueling Wing Ground Safety Non Commissioned Officer In Charge (ME) • 100 Air Refueling Wing Ground Safety Technicians • 100 Air Refueling Wing Unit Safety Representatives
Performance Feedback Process • Initial Feedback will be conducted after 30 days of supervision. • Midterm feedback will be conducted after 180 days of supervision. • Midterm will be 360 degree feedback. (you will give me feedback on what is working and what is not and how I can improve as your supervisor) • Annual Evaluation will be conducted after 365 days of supervision. • This is where I will evaluate if you made the milestones that were laid out for you.
Performance Development • Timely feedbacks will be the key to individual performance development. • Weekly training will be conducted: • Individual that is weakest in weekly subject will be the trainer that week. • Team Leadership opportunities: • There will be projects due and each of you will be expected to take lead on these from time to time. • This is to give each of you the opportunity to lead and to develop you leadership abilities.
Decision Making Process and Responsibility • The Process • When faced with a problem we will discuss what the problem actually is. • We will see who has had similar experiences in the past and find out what they did then. • Research what the regulations say about the situation. • If there are interpretation problems we will ask for clarification from higher Head Quarters. • Then we will implement the solution till completion.
Decision Making Process and Responsibility • Decision Making Responsibility: • Ultimately it falls on my shoulders. • Due to the chain of command we are advisors to the Wing Commander, so we have to be right. • Wrong answers and bad decisions are my fault so if I choose not to use your solution it is not personal, so don’t take it personal.
Internal Communication Process • Office Calendar (Outlook) • You need to have your out of office appointments on that calendar so I can know how to accomplish scheduling. • Internal emails • Utilize this as well so that there is a record of communication. • Take Telephone messages • Write down messages and give them to the person who was missed. This is important for timely response to customer questions.
External Communication Process • I’m a big fan of Face to Face communication, but if you talk to someone face to face, email them the contents of the communication so that there is a record of the communication. • Always be professional: • It does not cost anything to be nice • Always be friendly • Always be courteous, no matter how difficult • Maintain your military bearing at all times
Conflict Resolution • Between Co-workers: • I am the front line supervisor so I am the first stop with your conflicts. • Next, if you are unsatisfied with my results, then you will go to the Ground Safety Manager. • If you are unsatisfied with his answer, then you may go to the Chief of Safety. • If you are unsatisfied with that then you may go to the 100 Force Support Squadron First Sergeant. • They will advise you on you options from that point.
Conflict Resolution • With you supervisor • You supervisor is not always right, but you always have to respect their authority and rank, if you don’t then you will lose even if you are right. • You options are you may take it to your supervisors supervisor. • If you are unsatisfied then follow the chain of command up.
Conflict Resolution • External • If you are involved with a conflict with a member from another organization be professional. • Let me know so I can begin communicating with their supervisor. • From this point you are no longer involved and will be advised on how to proceed from this point.
Change Management Process • Change is inevitable: • However, there is a process to changing process so that it is as stress free for your co-workers and customers as possible. • If a process is changed then it must be approved by me. • Second there must be a meeting with your co-workers to make them aware and to train them. • Finally, there must be a meeting with the affected customers to answer their questions and to train them on the changes.
Conclusion • I am new to this office and there will be an adjustment period for both you and me, but I am confident that this will work well for all of us. • I am happy to be here and looking forward to working with you.