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Facilitator Manual
Congratulations… You’re a Supervisor! Leadership Skills for New Supervisors Ingrid Vaughan
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Congratulations – You’re a Supervisor! Leadership Skills for New Supervisors An Encore Workshop developed by Ingrid Vaughan
© 2012 Congratulations – You’re a Supervisor!: Leadership Skills for New Supervisors Facilitator Manual Author: Ingrid Vaughan
To order an Encore Workshop please visit our website www.encoreworkshops.com
Encore Workshops is an imprint of Small Business Success (a division of Blue Beetle Books Inc.)
Blue Beetle Books Inc. www.bluebeetlebooks.com www.smallbusinesssuccess.ca
Tel: 778.265.3070 Email: janie@bluebeetlebooks.com
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Encore Workshops If you would like to find out more about Encore Workshops please visit our website www.encoreworkshops.com.
Š 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
table of contents Introduction 11
Who Me—A Supervisor?
31
Why Do They Drive Me Crazy?
45
But, I’m Not Good at Giving Criticism
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Some Times I Feel Like a Referee
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Yes, I am a Supervisor!
INTRODUCTION
People aren’t born knowing how to manage others, and supervisory positions are often awarded to people who have never supervised before. Leading a team requires skill just like any other job task, but training to acquire that skill isn’t necessarily always provided.
This course is designed for first-time or new supervisors, and introduces a wide variety of skill sets required for effectively supervising others. Whether it’s learning how to give non-threatening feedback, becoming a better listener, understanding others people’s personal styles, or mediating a conflict – participants will learn tips and strategies to help them through almost any supervisory situation. Designed to instil confidence and inspire new supervisors to embrace the challenge, Congratulations – You’re a Supervisor! is the first step in assisting your employee to become the leader you want them to be.
Congratulations You’re a Supervisor—Facilitator Manual
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What Are Participants Going To Learn?
To understand their feelings about their new position
An understanding of the role of a supervisor
How to make the transition from co-worker to supervisor
Different communication styles and how to flex styles to improve communication levels
To be a better listener
To improve the effectiveness of their communication
How to deliver non-threatening feedback
How to avoid communication mishaps
How to deliver positive criticism
Strategies for dealing with difficult people
What the roots of conflict are
12 steps for dealing with angry people
How to embrace their new challenge - managing change - creating a smooth transition - gaining confidence and trust - eliminating habits that hurt credibility
To identify the qualities of the indispensable employee
To develop their own personal leadership principles statement
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Workshop Outcomes What 5 things do you want participants to learn? (specific to their role in your company)
1.
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2.
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3.
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4.
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5.
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What benefits do you want to see from the workshop? (specific to your company)
1.
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2.
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3.
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4.
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5.
______________________________________________
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Š 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Module One
Who me—A Supervisor? Module one helps participants take a look at how they feel about becoming a supervisor for the first time. It looks at what qualities strong leaders possess and helps participants define what leadership means to them. Later, the module investigates the role of the supervisor and then works with participants to define their own particular supervisory role. One of the toughest things new supervisors have to do is make the transition from co-worker to supervisor so we take a look at the seven biggest fears that new supervisors have about their new job. After carrying out these exercises your participants will be ready to start preparing for their new role in your organization, so we take a look at their goals and objectives and some of the skills they will need to be successful. The module closes by discussing the importance of documenting what transpires between them and their staff and keeping good records.
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Congratulations You’re a Supervisor—Facilitator Manual
Understanding Feelings Individual Exercise and Group Discussion Instructions 1.
In this first exercise, get your group individually to check off the words that represent their feelings about being a supervisor.
2.
Ask them whether they have more positive or more negative feelings.
3.
Encourage participants to explore where the negative feelings are coming from - could it be fear? A bad experience with a previous supervisor? A bad experience as a supervisor? A feeling of inadequacy? When those things are named they can be dealt with on a conscious level.
Here’s a copy of the chart that participants have in their manual.
Understanding Your Feelings fearful
challenged
confused
enthusiastic
resentful
optimistic
angry
confident
apprehensive
excited
worried
positive
stressed
energetic
reluctant
sure
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Qualities of Strong Leaders Individual Exercise and Group Discussion Instructions 1.
Ask the group to give qualities they believe belong to strong leaders.
2.
Write them on a flip chart or whiteboard as they are called out.
3.
Take a few of the answers and ask the group why that particular quality makes a strong leader.
Here’s the table that participants have in their manual.
Notes ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ © 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Personal Definition of Leadership Individual Exercise 1.
Give participants time to write down their personal definition of leadership, in terms of the kind of leader they would like to be. Note - you will be comparing this definition to the one they write at the end of the workshop.
2.
Participants should complete the which can be found in their manual.
following
phrase,
I want to be the kind of leader who__________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Understanding the Supervisor’s Role Individual Exercise and discussion 1.
Get participants to circle the words that they believe apply to their role as supervisors.
2.
Where did those ideas come from?
3.
Explore whether it is experience, knowledge or assumption that has led to these ideas.
The following words are shown in the participants manual.
mentor
friend trainer
boss
teacher
co-worker manager
supporter
leader confronter coach
guide
disciplinarian
motivator cheerleader
administrator
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Defining Participants’ Specific Supervisory Roles Individual Exercise 1.
Have participants write down some of the major tasks that are part of their job description as it applies to their supervisory role.
2.
Then have them write down any expectations they feel (expressed by their supervisor or assumed on their own) about their supervisory role.
If there are a lot of assumptions on their part, express the importance of clarifying with their supervisors, those which are real, and those which are assumed.
The following tables are provided in the participants manual and need to be completed by participants as part of this exercise.
Defining Your Specific Supervisory Role Job Description Expectations (expressed or assumed) © 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Congratulations You’re a Supervisor—Facilitator Manual
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Individual Exercise and Discussion 1.
Ask participants to fill in the blanks in the two tables shown in their manual.
2.
Then review their answers using the list of answers provided below. Allow for discussion.
3.
On each point. Make it clear that the supervisor has a role within the organization, and having clarity about that role is essential to being successful in it.
What the supervisor is not... disciplinarian - your job is not to punish behaviour best friend - although you can be friends with those you work with, it is necessary to establish a professional distance when you are assuming a supervisory role responsible for the behaviour of others the final authority - your boss or supervisor is the person who needs to fix everything What the supervisor is... coach - assisting others to do their job better mentor/teacher - when skills need to be taught to others sounding board for problems that may exist in the workplace an objective listener a valuable liaison between the staff and the management
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Clarifying Supervisor’s Specific Role Individual Exercise and Discussion The following questions are very important in terms of your participants being able to carry out their supervisory responsibilities effectively. 1.
Give participants some time to answer these questions individually.
2.
Ask them to highlight any sections that require them to seek clarification, and to make a note here for review later when the action plan is being created.
Clarifying Your Specific Supervisory Role 1.
Who is your direct supervisor?
2.
What questions do you need to ask in order to clarify your role?
3.
How do you know (from their perspective) when it’s time to involve them in a situation?
4.
How much responsibility do they want you to take on?
5.
Are you comfortable with that, or does further discussion need to take place?
6.
Where will you gain the skills necessary to take on this responsibility?
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Congratulations You’re a Supervisor—Facilitator Manual
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How to make the transition from co-worker to supervisor Seven Biggest Fears of New Supervisors 1.
Loss of friendships and rapport
2.
Getting someone in trouble
3.
Managing co-workers who are older
4.
Enforcing policies they may have personally broken prior to becoming a supervisor
5.
Avoiding the appearance of favouritism
6.
Keeping confidential information confidential
7.
Admitting mistakes that they think will make them look stupid or incompetent
See following page for additional information on these seven fears.
Presentation and Discussion 1.
Ask if there are additional fears that are not listed here. Recognizing these as very real fears, and gaining the skills necessary to deal with those fears will instil confidence in your new position.
2.
Break into groups and assign 2 or 3 fears to each. Ask participants to determine the worst thing that could happen if those fears came true. Report back to the group.
3.
Then discuss—if the worst thing does happen, is it something you could deal with and move forward after?
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Seven Biggest Fears of New Supervisors Instructor’s Notes 1.
Loss of friendships and rapport - especially difficult if you’ve had close friendships at work.
2.
Getting someone in trouble - especially when they are your friends.
3.
Managing co-workers who are older - especially if they are resentful towards you or feel they have been passed over.
4.
Enforcing policies they may have personally broken prior to becoming a supervisor - especially if you’ve personally broken a policy in the past that others know about.
5.
Avoiding the appearance of favouritism - wanting to be liked by everyone.
6.
Keeping confidential information confidential - especially if you’ve had a pattern of gossip.
7.
Admitting mistakes that they think will make them look stupid or incompetent - especially if you are really feeling unsure or not confident in your new role.
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Congratulations You’re a Supervisor—Facilitator Manual
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New Supervisors Transition Cycle Review these 3 transitory phases of new supervisors. A key learning is that no one goes from new to brilliant as a supervisor over night. It takes time to build confidence in yourself, and to gain the trust of others. Patience is paramount as the person goes through this transition cycle. First 6 months - TRANSITION Get to know your own fears and deal with them head on Realize this transition takes time - it won’t happen overnight Seek mentors who have supervisory experience and USE them well Be kind to yourself when you make mistakes and accept them as part of your learning curve
6 - 12 months - ESTABLISHMENT Recognize 2 key jobs - accomplishing the organization’s mission through the group, and caring for the people in the group Make it your goal to focus on both of those every day Accept the occasional setback as normal, and start the next day reset Reward yourself for staying on track
12 - 24 months - CONFIDENT APPLICATION Confidence in your ability to coach, teach, manage, encourage and care for those in your supervisory purview gives you credibility, and in turn, even greater confidence Recognize potential and leadership skills in others © 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
Optional Exercise The aim of this exercise is to demonstrate the value of getting other people’s perspectives on a problem or issue. You will find the PowerPoint slide shown below on your workshop CD. It is slide number two.
Pass the Problem • Write down a work-related problem. – Example 1: How can I get people to stop spreading negative gossip? – Example 2: How can I get my staff to be more punctual?
• Pass the sheet to the person next to you. They have 30 seconds to write down a solution, then pass it to the person next to them.
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Congratulations You’re a Supervisor—Facilitator Manual
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Leadership Guidelines for New Supervisors in Transition Presentation and Discussion The guidelines below are important for new supervisors to recognize in order to be successful in their transition. Participants have the highlighted text in their manuals—use the fuller explanation as speaking notes (either to accompany the PowerPoint presentation or in a discussion). 1.
Avoid the pressure to make major decisions - take a low key approach in the beginning of your transition and seek the advice and help of others in making major decisions. Don’t be pressured into making decisions you’re not comfortable with.
2.
Identify informal leaders on your team - these are people who control and influence others. They may not be leaders in an official capacity but they are respected and influential in the workplace. Try to make them your allies so that they don’t try to sabotage what you are attempting to do.
3.
Acknowledge the history within the work environment - no workplace is perfect, and yours has probably had its share of history. Don’t ignore what has happened in the past. Use it to your advantage by bringing past problems out in the open.
4.
Watch your staff - be aware of what’s going on - trouble usually shows itself in small ways before it becomes a big problem. Watch for subtle signs of discontent, conflict, uneasiness and other signs that problems are arising. The sooner you can head them off , the less troublesome they’ll be.
5.
Be pro-active in problem-solving - don’t ignore problems or hope they’ll go away. Attack them right away so they don’t become bigger than they need to be.
© 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
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Congratulations You’re a Supervisor—Facilitator Manual
6.
Hold regular meetings if appropriate - groups work better when everyone feels they’re on the same page. If it is within the scope of your job, hold meetings regularly so people can connect with each other.
7.
Set personal and professional leadership goals - it’s hard, especially at first, to establish yourself as a leader, so set small, achievable goals that will help you feel like you are moving forward.
Notes ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ © 2012 All rights reserved. No part of this publication may be reproduced, transmitted in any form or by any means electronic , mechanical, photocopying, recording or otherwise, or stored in a retrieval system without the prior written consent of Encore Workshops.
Encore Workshops - an imprint of Small Business Success (a wholly owned subsidiary of Blue Beetle Books Inc.)
If you would like to review the full manual, or discuss your current training needs please call our customer service manager Janie Dunning at 778.265.3070 or email janie@bluebeetlebooks.com.
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