Welcome to

with Steve Prince

Introductions

HousekeepingGround rules

Respect & ConfidentialityTime KeepingAnything else?

Introductions

The Supervisor

What is the role?

What do you have to do to fulfil that role?

Management or Leadership?

What’s the difference?

What makes an effective leader?

• Ambition• Cheerfulness• Co-operation• Courage• Dedication• Dependability• Drive• Emotional stability• Energy

• Personality• Respected• Sensitivity• Sympathy• Tact• Tenacity• Toughness• Will-power

Qualities and Traits• Faith• Fairness• Flexibility• Foresight• Humour• Initiative• Integrity• Intuitive• Justice

Achieve Task

Build Team

Develop Individuals

Model of Leadership

Achieve Task

Develop Individuals

Build Team

after John Adair

Achieve Task

Develop Individuals

Build Team

Achieve Task

Develop IndividualsBuild Team

Achieve Task

Develop Individuals

Build Team

Model of Leadership

Achieve Task

Develop Individuals

Build Team

Define Objectives

Plan

BriefMonitor

Evaluate

Behavioral Leadership Cycle

Coffee

Behavioural Leadership Framework

TASK TEAM INDIVIDUALKEY ACTIONSDEFINE

OBJECTIVES

PLAN

GATHER INFO

DECIDE

BRIEF

MONITOR SUPPORT

EVALUATE

Identify tasks & constraints

Hold team meetings Share commitment

Clarify objectives Gain acceptance

Consider optionsCheck resources

ConsultDevelop suggestions

Encourage ideasAssess skills

PrioritiesTime scalesStandards

StructureAllocate jobs

DelegateSet targets

Clarify objectivesDescribe plan

Explain decisionsAnswer questions

Check understandingListen

Enthuse

Assess progressMaintain standards

CoordinateReconcile conflict

AdviseAssist/reassure

Counsel Discipline

Recognise effort

SummariseReview objectivesRe-plan if necessary

Recognise & gainfrom successLearn from mistakes

Appraiseperformance

Guide & train Give praise

Lunch

Motivating People

Motivation

Is getting people to do WILLINGLY

and WELL those things that NEED to be done

Theory "X" Theory "Y"

You will!

Movement

Will you?

Commitment

THEORY ‘X’People dislike work and will avoid it if they can.

People must be forced to produce the right effort.

People are motivated mainly by money.

People would rather be directed than accept responsibility, which they avoid.

People will work harder when they fear their job is under threat.

People have little creativity except for getting round management rules.

THEORY ‘Y’People will direct themselves towards accepted targets.The targets people set for themselves are more effective and often more demanding than those imposed on them.Work is a necessary part of people’s personal development.People have considerable creativity and ingenuity, which are grossly underused.Under the right conditions people will look for ways to realise their own potential.Under the right conditions people will seek, and accept responsibility.People want to be interested in their work and, under the right conditions, want to enjoy it.

Personal Factors Leading to:

Co. Policy &Procedures

SupervisionRelations with Supervisor

Working ConditionsSalary

Relations with ColleaguesPersonal Life

Relations with SubordinatesStatus

Job Security

AchievementRecognition

Work ItselfResponsibility

AdvancementGrowth

Extreme Dissatisfaction Extreme Satisfaction0

MotivationIf you give people:

– Recognition– Responsibility– Advancement– Opportunity to grow and achieve– Interesting work

They won't moan so much about:– Company policy– Working conditions/equipment– Personal relationships– Pay

Survey of Motivation FactorsBy Employee Levels

You Subordinate Sub's (You) Sub's (Sub)Sub-Sub (You) Boss

Salary

Promotion

Recognition

Job Interest

Job Security

Status

Salary

Promotion

Recognition

Job Security

Job Interest

Status

Salary

RelationsWith Mgrs.

Status

Job Security

Co Policy &Procedures

PromotionGrowth Within

Achievement

Promotion

Job Interest

Salary

Responsibility

the Job

Achievement

Job Interest

Promotion

Salary

Responsibility

Growth Withinthe Job

Achievement

Job Interest

Salary

Promotion

Responsibility

Growth Withinthe Job

Survey ResultsMotivation - Personal Factors

1. Job Interest2. Job Growth3. Rel. with Colleagues4. Recognition5. Advancement

The Factors which you say motivate:

1. Job Interest 2. Rel. with Coll.3. Salary4. Personal Life5. Job Growth

You Team Member

Survey ResultsMotivation - Personal Factors

1. Salary2. Security 3. Personal Life4. Job Interest5. Rel. with Colleagues

The Factors which you say motivate:

1. Job Interest 2. Salary 3. Security4. Personal Life5. Recognition

You Team Member

Personal Factors Leading to:

Co. Policy &Procedures

SupervisionRelations with Supervisor

Working ConditionsSalary

Relations with ColleaguesPersonal Life

Relations with SubordinatesStatus

Job Security

AchievementRecognition

Work ItselfResponsibility

AdvancementGrowth

Extreme Dissatisfaction Extreme Satisfaction0

“You can buy a person’s time and you can buy a person’s effort, but when you hand over the wage packet it contains nothing for enthusiasm, for self pride, for loyalty. These things the average

person is ready to give merely in return for evidence that they count and that the

job they do is appreciated.”Sir Bertram Waring

What can you do to:

Make people feel valued?Provide scope for development?Recognise achievements?Keep people informed?

Tea

TASK TEAM INDIVIDUALKEY ACTIONSDEFINE

OBJECTIVES

PLAN

GATHER INFO

DECIDE

BRIEF

MONITOR SUPPORT

EVALUATE

Identify tasks & constraints

Hold team meetings Share commitment

Clarify objectives Gain acceptance

Consider optionsCheck resources

ConsultDevelop suggestions

Encourage ideasAssess skills

PrioritiesTime scalesStandards

StructureAllocate jobs

DelegateSet targets

Clarify objectivesDescribe plan

Explain decisionsAnswer questions

Check understandingListen

Enthuse

Assess progressMaintain standards

CoordinateReconcile conflict

AdviseAssist/reassure

Counsel Discipline

Recognise effort

SummariseReview objectivesRe-plan if necessary

Recognise & gainfrom successLearn from mistakes

Appraiseperformance

Guide & train Give praise

Delegate

Delegation

What are the benefits of delegation to:

The Leader?The Individual?

The Organisation?and what are the risks?

Communication

Your name HIT

BBMBDB

CANADAUSA

COMMUNICATIONCommuneCommunalCommunistCommunismCommunityCommunion

Communication is theprocess of creating

understanding in theminds of others to

promote a response.

What are the three main ways we communicate

at work?

WritingSpeaking

Body Language

Myth of the Gods

Employees

Chief Exec

Finance Marketing HR Operations

Communication Manager

Communication Route

SendReceiveUnderstand

ActionAccept

Body Language

3 Crucial Management Actions

1. Walk the Job2. Talk to the Team3. Meet with Every Individual

All once a month

Action Notes

do it

End of Day One of

Welcome back to

Creating a High Performing Culture

• Objectives• Goals• Key Performance Indicators• Targets• Key Result Areas• Standards

What do these mean?

Creating a common language

Standards and ‘Goals’

Big Question...

What is the difference between a ‘goal’ and a ‘standard’?

Standards are the expected norms and requirements from everyone

Standards and Goals

Goals are specific, time-bound ends to be achieved by someone specific

Standards

StandardsPerformance & Behaviour

Sources:• Policies and Procedures

• Employment Contract

• Staff Handbook

• Regulatory Bodies

• Corporate Culture

• Local Culture and Requirements

Interpreted by Leader

Our people need to:

• KNOW what the standards really mean,

and...

• UNDERSTAND and accept the principles behind the standards

StandardsPerformance & Behaviour

What do we mean by…

• Smart Dress Code?

• Good timekeeping?

• Being honest?

• High standards of professionalism?

StandardsPerformance & Behaviour

“Rules are not necessarily sacred, principles are.”

Franklin D. Roosevelt32nd president of the United States

1882-1945

StandardsPerformance & Behaviour

You get what you encourage:

StandardsPerformance & Behaviour

• Encourage performance and behaviour you want to see repeated

• Don’t inadvertently encourage that which you don’t want to see repeated

Performance&

Behaviour

StandardsPerformance & Behaviour

Goals

SMART Goals• Specific

• Measurable

• Achievable

• Relevant

• Time-bound

‘To do a better job at paying supplier invoices.’

‘To spend less next year on temporary staffing.’

‘To provide better training opportunities for staff.’

‘To reduce the average proposal preparation time by 15% by 31 December 2015.’

SMART Goals

Do what? (action verb) ‘reduce’

To what? (effected subject) ‘average proposal time’

To what end? (desired result) ‘by 15%’

By when? (timetable) ‘by 31 December 2015’

SMART Goals

Do NOT set annual goals

Unless you’re forced to

Coffee

Monitoring Performance

Sources of Evidence

Where can you get good information from on a persons performance?

• Observation

• Individual (self appraisal)

• Feedback from internal and/or external contacts

• Internal audit reports

• Physical evidence/output (reports, e-mails, complaints, praise from third parties etc.)

• Records & management information (statistical analyses, financial budget/target achievement)

• Training records

Sources of Evidence

Never check anyone’s work on a continuous basis

Unless legislation demands it

3 Crucial Management Actions

1. Walk the Job2. Talk to the Team3. Meet with Every Individual

One to Ones

The key to high performance

A regular and frequent conversation with someone about their self, their behaviour and their performance

Benefits of Regular 1:1s

• Improves relationship

• Opportunity to set targets

• Review progress

• Give recognition

• Raise queries/grievances

• Gives sense of direction

• Discuss ideas/suggestions

• Feedback for boss

• Helps boss achieve goals

• Cuts down interruptions

Your chance to:• Re-define their responsibilities

• Find out how they think they are doing

• Discuss problems in the job situation

• Get their ideas for improving their job

• Give praise for work well done

• Give constructive criticism on areas of improvement

Introduction – set the scene

Achievements over period ? (praise)

Challenges experienced/most stretching issues?

What have they learned from above?

What do they see as priorities for coming month?

Progress on current targets?

Summary & time of next meeting

1:1 structure

Or - just ask two questions

1. What have you done over this past month that you are proud of?

2. What have you done over this past month that you could have done better?

Take every opportunity to hand the ‘process’ over to them

Including appraisals

Handling Underperformance

Praise

Earned

Specific

UnconditionalProportional

Timely

Sincere

What is Under-performance?

Unacceptable performance against job requirements

Under-Performance is:• Not performing job tasks fully or adequately

• Not meeting reasonable targets or standards of performance

• Not meeting the skill, competency or knowledge requirements of the job

• Inappropriate behaviour (e.g. poor time-keeping; bad behaviour towards others etc.)

Resolving Under-Performance

Nature of under-performance“One-off” minor issue

Slight adjustment needed

Developed over time

Deep-rooted or significant shortfall

Remedy

Brief early challenge

Brief early challenge

Full solution

Full solution

The brief early challengeStep 1 • Describe

Step 2 • Explain

Step 3 • Listen

Step 4 • Identify Alternative(s)

Step 5 • Agree Action

DELIA

Either way, you must let them know that ‘no action’

is NOT an option

Lunch

QuestionnaireYes I’m afraid it is another …

+

ResolvingConflict

Recent Conflict

Briefly write about a recent personal conflict

How does conflict make you feel?

How would you prefer to feel, ideally?

About Conflict…• It is not necessarily bad

• It is likely to occur when people or groups share different beliefs, interests, or goals

• It can be uncomfortable and stressful but not addressing it can drive it underground

• The goal of conflict resolution isn’t to eliminate it but to learn how to handle it constructively

If handled well conflict can…• Increase the awareness of problems

• Promote change

• Enhance morale and cohesion

• Lead to high quality decisions

• Stimulate interest and creativity

• Legitimise people’s interests

• Strengthen relationships

Questionnaire

Highest 25%

Middle 50%

Lowest 25%

8-12 9-12 9-12 8-12 6-12

4-7 6-8 5-8 5-7 3-5

0-3 0-5 0-4 0-4 0-2

Conflict Handling Modes

Co-operativenessCo-operativenessFocusing on others needs and mutual relationships

Assertiveness

Focu

sing

on

own

need

s an

d ou

tcom

es Competing Collaborating

Compromising

Avoiding Accommodating

I win, you lose I win, you win

I win,

you win a bit more

I lose, you lose I lose, you win

Your preferences

1. What might be the uses of your more dominant modes?

2. In what situations might you struggle if you do not learn to use your less dominant modes?

Which mode is best?

• All are useful in some situations and represent a set of useful social skills

• Effectiveness depends on the of the specific situation and the skill with which it is used

• You are capable of using all five modes

• You will use some modes more than others

Resolving Conflict• Keep the conversation focused on the issue

– We communicate more than words and ideas, we communicate attitudes.

• Have a mutual purpose – Working toward a common outcome shows we care

about the other person’s goals, interest and values.

• Show mutual respect – When people perceive that others don’t respect them,

the conversation immediately becomes unsafe and dialogue becomes defensive.

Tea

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