Discuss the characteristics of a Leader/SupervisorUnderstand NSH vision of an effective Leader/SupervisorReview the importance of setting clear expectations

Has visionCommunicates effectivelyOrganizedWorks with and through peopleProactive, not reactiveA self-starter

Qualities of an Effective Leader/Supervisor.

- Dynamic personality- Teacher- Competent- Fair to all- Salesman- Uses initiative- Planner- Decisive- Organizer- Enthusiastic- Communicator- Consistent

Successful Leaders/Supervisors do three things:- Listen to gain information - Ask questions to gain understanding- Help people grow

Train their employeesCommunicate safety requirementsSet the exampleEnforce the rulesEncourage positive behaviorInvestigate accidentsExecute project expectationsProvide resources necessary to work safely

Know and comply with SADARA- HSE rules, policies and procedures.To stop unsafe work practicesTo correct unsafe conditions in their work placeTo ask for assistance when needed.

Four types of leadership:AuthoritativeDemocraticSocialLaissez-faire (hands-off)

3241High taskLow relationshipHigh taskHigh relationshipHigh relationshipLow taskLow relationshipLow taskHIGHLOWHIGH

HIGHLOWHIGHSupportCoachDirectDelegateS2S1S3S4

Individual Requirements:A positive, honest, loyal individual with integrity, who is friendly, courteous and self-confident, with a strong desire for self development.People Skill Requirements:An individual with a value for treating people fairly and equally, with dignity and respect and promotes education and individual growth.Leadership and Management Requirements:An individual who is safety, quality and customer focused, knowledgeable of the trade, with the ability to plan, organize, lead people and manage processes. An individual who promotes total project teamwork and harmony at all levels, including customers, subcontractors, vendors and suppliers.

Must be reasonableMust be attainableMust be relevantShould be challengingDifferent of each employee Based on goals of the project

Review job requirementsReview past performanceCompare performance to jobDevelop the goals and expectationsDetermine YOUR goals for your groupConsider YOUR bosses goalsInvolve employees in goal-settingShort- and long-term expectations

We discussed:Characteristics of a Leaders/SupervisorsNSHs visionSetting expectations and goals

Effective Communication

Getting the message acrossThe art of listening to othersThe importance of feedback

Mind-reading and assumingRehearsing what youre going to sayDrifting in and out of the conversationDerailing by changing the subjectFiltering - hearing what you want to hear

Use eye-to-eye conversationsSpeak clearlyQuestion for understandingListen to comments/questions

Remember, youre trying to helpShow genuine concernDo it at the right timeShow the benefitsAvoid vague suggestionsJust say no to you should have

SenderReceiverBarriers

PassiveHearing, but not really listening.ActiveComplete attention; not preparing to talk; listening with empathy.

Positive body language;Keep an open mind;Tolerate silence;Avoid distractions;Ask questions;Observe and listen;Repeat speakers thoughts; andListen for facts / key words.

CHARACTERISTICS

HonestCompetenceBeing forward lookingEnthusiasmCredibilityPractices

Challenging the processInspiring a shared visionEnabling others to actModeling the wayProviding encouragement

Negative vs. Constructive; andSubjective vs. Objective.

Communicating effectivelyCauses of misunderstandingGiving criticismCommunication processHow we communicate

FeedbackFeedback & constructive criticismSubjective vs. objective feedbackListeningListening barriersActive/Passive listeningListening techniques

Define motivation & initiativeLearn how to let goIdentify ways to cultivate initiativeAppreciate the power of patience

Look for trainees who:Welcome change and challengeCommunicate easilyEmbrace others ideas and suggestionsAre open to directionTake calculated risksKnow their limitationsThink positively

Look for trainees who:Fight change and challengeHave problems communicatingDont consider others ideas and suggestionsMay not take direction wellReluctant to take risksDont know their limitationsHave negative attitudes

Learn to let goEncourage trainees to come to you with problems - and solutionsUnderstand your peoples expectations and goalsExpect more than you think you can getRealize that sometimes trainees will make mistakes

Direct your actions by logic; not emotionGive people the benefit of the doubtAssume each suggestion or idea is workableListen to concerns and complaintsAssign realistic tasks and deadlinesMaintain self-control

Recent entrants to the workforcePeople returning to the workforceDisabled persons The poorly educated or under-educatedForeign nationals (Different Tribes)Laungage Barriers.

Doesnt understand expectationsHas communications problemsHas unrecognized learning disabilitiesOverly sensitive to criticismFails to take initiativeFunctionally illiterate

Show respectSet a positive exampleTrain thoroughly and reinforce frequentlyExplain jargon, industry terms, etc.Avoid sounding judgmental

To know whyTo know howTo be recognizedTo maintain pride and dignityTo be treated as adults

By the end of this segment, you will be able to:Identify the benefits of teambuildingUnderstand the characteristics of an effective teamExplore the different types of teamsBecome familiar with team member types.

Acceptance with inputSynergy happensGroup helps individualsMore fun than working aloneOne person is not likely to know it all

FormingStormingNormingPerforming

Open/ongoing exchangeSolidaritySupport for each otherInitiative and creativityRealistic assessmentFreedom from defensivenessCommon goals

Contributor:Task oriented;Provides information & data;Pushes the team to set high standards;Uses resources wisely; andDependable.

Collaborator/Coach:Goal directed;Sees mission, or goal as most important;Flexible and open to new ideas; Willing to pitch in;Shares limelight with others; andA Big Picture person.

Communicator:Process oriented;Active listener & facilitator;Resolves conflict in the team;Consensus builder;Builds an informal, relaxed climate; andA Positive, People Person.

Challenger:Questions goals, methods, and ethics;Willing to disagree with the leader;Encourages team to take calculated risks;Two types of Challengers:Innovator - Like to try new thingsShow-offs - Want to be center of attention.

Does the team leader have leadership ability?Do you have the right balance?Are the goals well understood?Is there a high trust level?Are team members recognized?Are tasks being accomplished?

Evaluate the team on an ongoing basisDo things to maintain the teamCome to the rescue when neededPeriodically evaluate team performance

Be yourselfCommunicate betterResolve conflictsReciprocateEnjoy others

*A leader:Is concerned with doing the right things;Sees the big picture;Uses intuition to achieve goals related to their mission;Articulates the mission - and generates enthusiasm;Takes subordinates individual differences, preferences, and working styles into account when making decisions;Examines work situations and takes action for each circumstance.

NOTES:*NOTES:*Has Vision Ability to anticipate, recognizes opportunities for improvement, can foresee potential problems and identifies solutions.Communicates effectively - Most criticalif you cant get your objectives, ideas, and instructions across to the team - or others - you cant be effective.Organization - Plans must be in place to accomplish the goals; you must know where to find information when needed.Work with and through people - Working with and delegating tasks to the most appropriate team member.Proactive, not reactive - Plan for success; dont just react to failure.Self-starter - Take the time to learn more and gain new skills; discover new aspects of the job.

NOTES:*NOTES:*NOTES:*NOTES:*NOTES:Authoritative Exercises maximum control; tells workers what to do; considers very little input from others.

Democratic Encourages subordinates to participate in decisions.

Social Uses a participative approach; encourages employees to try different ways of doing their work; uses rewards to motivate

Laissez-faire Tells workers whats required and lets them make their own decisions. *The two axis are labeled Relationship or Supportive Behavior and Task or Directive Behavior. Relationship or Supportive Behavior This axis indicates the amount of attention or interface is required for an individual from LOW to HIGH. Task or Directive Behavior The degree of detail, direction, or specific supervision for a subordinate.

NOTES:*Quadrant S1 of the model uses the term Direct which correlates with the Authoritative leader. S2 is the Team Leader or Coach; S3 in the Situational Leadership model tags this person as Support or previously the Social; S4 depicts the Laissez-faire or leader style that delegates

NOTES:*NOTES:All of the above requirements are necessary to be linked with the ability to effectively communicate and build relationships.Managers and supervisors must maintain high safety standards because its the right thing to do!*NOTES:*NOTES:*NOTES:**NOTES:*NOTES:*NOTES:*NOTES:*Let's assume a "sender" has a need to communicate a message to someone else. The message must pass through "filters" represented by the funnel. The "sender" bases the content of that message on his/her knowledge and experience (I speak from my knowledge). Everything in the communication is driven by the SENDERs knowledge. These are known as "Barriers," but that's not the only things that interfere.on the job site, there's noise from equipment moving in the area, noise from the work, distractions of all types, the "listener" may not be paying attention - for a multitude of reasons, etc. Finally, after distortion from all the distracters or barriers, the message arrives at the RECEIVER.Now, the " RECEIVER" processes the message based on their knowledge and experience (You listen from yours.) Most communication stops there and that's when the employee proceeds to do the wrong thing. To ensure that instructions are heard and understood, the message "SENDER" should either ask the "RECEIVER" to repeat the information OR summarize it to the senders satisfaction.It must be clear that the SENDER and the RECEIVER share equally in the communication process, therefore, it's the responsibility of both to ensure the message is understood.*NOTES:*NOTES:*NOTES:*NOTES:*NOTES:*NOTES:*Whatever the reason, many supervisors fail to take advantage of their employees capabilities, wasting valuable resources in the process. These supervisors dont realize that through lack of trust, fear of failure, or fear of letting go, they are limiting the potential of their people.

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*NOTES:*Look for employees who: Adapt to change-dont get upset when something causes things to be different Able to talk with peers, bosses, or client Listen to input from others Question, perhaps even challenge how things are done, but do whats expected Willing to take a chance - after considering how things might go Know what they are capable of, but dont hesitate to ask questions or for help Have a good attitude

NOTES: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________*NOTES:*If your team members cant make a decision without your input, its a sign that youre too controlling. Encourage employees to come to you with problems-but also, bring solutions. Gradually wean people from having to consult with you on every issue.Understand your peoples expectations and goals. How? ASK! Youll soonfind that employees will open up to you, and youll discover hidden potential and talents that can be put to good use.Expect more than you think you can get. Set high but attainable goals for your people. Within reason, the more you expect from your employees, the more youll get.Realize that sometimes employees will make mistakes. To achieve effectiveempowerment, you must be willing to take risks.

NOTES: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________*If your dealing with a performance issue, keep your cool. When angry, put off the discussion until you can address the employee without becoming overly emotional.Get the facts.dont jump the gun or take others opinions - get details.Give it a chance; understand it; challenge it if necessary, but dont discount it.Never fail to listen!Be sure that tasks you give to the workers are possible. Aim high, but within reason.Keep your wits about you; again, dont let emotions get involved. Its not easy, but will go a long way to helping resolve the issue.

NOTES: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________*Newcomers to the work.Workers who have been ROFd from another job; folks who retired and have elected to come back into the work.People with a disability: unseen problems like dyslexia or internal medical condition; or visible handicaps.School drop-outs or folks who just didnt have a chance to get an education.As the pool of US construction/maintenance workers diminishes, we will probably have imports from 3rd World countries being brought in to do the work. This will pose a greater problem on supervisors.having to deal with language and comprehension issues.

Any of these people may have the potential to become exceptional workers, but chances are they cant do it alone. They are starting out at a disadvantage and can easily become frustrated, discouraged, and even embarrassed by their difficulties. Their success many depend on the effort youre will to put into it

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