How to be a supervisor

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Essential Capabilities:
  •  Coach and Develop for results
  •  Drive Performance
  •  Inspire Loyalty and Trust
  •  Manage work
  •  Partner within and across teams
  •  Influence through personal tower
  •  Select Talent

"Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others."
- Jack Welch

Key Principles of Communications:
  •  Maintain or Enhance Self-esteem
  •  Listen and Respond with Empathy
  •  Ask for help and Encourage involvement
  •  Share thoughts, feelings, and rationale
  •  Provide support without removing responsibility

Interaction Process:
  1. Open: state the purpose of discussion and identify importance
  2. Clarify: seek and share information about the situation/task. Identify issues and concern
  3. Develop: seek and discuss ideas. Explore needed resources/support
  4. Agree: specify actions, including contingency plans, if appropriate. Confirm how to measure progress
  5. Close: highlight important features of plan. Confirm confidence and commitment

Effective Feedback:
STAR:
  •  Situation, Task, Action, Result
  •  Situation, Task, Alternative Result, Action Result
golden rules:
  •  Specific
  •  Timely
  •  Balanced

Situational Leadership:
S1: Directing
Provide specific instructions (roles and goals) for staff and closely supervises tasks accomplishment. (I'll tell you how to do it)
  1. Explain the goals
  2. Provide clear direction and resources
  3. Facilitate the staff to follow the job procedures
  4. Monitor closely
S2: Coaching
Explain decisions, solicits suggestions from staff and continues to direct task accomplishment. (Let's talk, but I'll guide you to do it)
  1. Identify the problems and goals
  2. Obtain solutions and suggestions from the staff
  3. Listen to the opinions of the staff
  4. Provide solution
  5. Set the follow-up solution and time frame
S3: Supporting
Leader makes decisions together with his staff and support effort toward task accomplishment. (Let's talk, we'll figure out how to do it)
  1. Facilitate the staff to identify the problems and goals
  2. Ask the staff for solutions
  3. Agree the solutions
  4. Encourage the staff to report task accomplishment
S4: Delegating
Leader turns over decisions and responsibility for implementation to staff. (You know how to do it)
  1. Discuss with the staff on the problems and accomplishment
  2. Ask the staff their goals and plans
  3. Allow the staff to be responsible for the whole task
  4. Encourage the staff to report task accomplishment

Staff Development Levels:
D1: Enthusiastic beginner
Low competence, High commitment
D2: Disillusioned learner
Low to some competence, low commitment
D3: Capable but cautious performer
Moderate to high competence, variable commitment
D4: Self-reliant achiever
High competence, high commitment

GROW Model:
Get Ready:
  •  initiating and establishing the objectives of the coaching session.
  •  gain trust.
Reality:
  •  explore the performer's perspective & the reality/situation/issues.
  •  understanding the coachee's perspective.
  •  explore the reasons/issues by asking appropriate questions.
  •  adjusting the communication to the coachee's social style.
  •  addressing to the coachee's career anchor.
  •  questions: ask appropriate questions.
  •  listening: empathic/pay attention/eye contact/body gesture.
  •  give effective feedback & maintain/enhance self-esteem.
Option:
  •  summarize discussion and seek for options.
  •  summarize the reality.
  •  create shared objectives.
  •  identifying options.
  •  questions: ask appropriate question.
  •  listening: empathic/pay attention/eye contact/body gesture
  •  give effective feedback & maintain/enhance self-esteem.
Wrap Up:
  •  follow up meeting and action plan.
  •  set follow up meeting and action planning.

Positive Discipline:
  • Fact 
  • Recognize Importance of Staff
  • Expect
  1. Identify: Gap identify (desired vs actual)
  2. Analyze: Analyze severity (impact, consequence, past practice, what type of discussion)
  3. Discuss: Non accusory tone, state desired performance, state actual performance, listen for legtimate excuse, ask for agreement, review impact list, review consequence list, find solutions specifically to do, offer solutions if needed, what? can you think? will you do? end on a positive note.
  4. Document
  5. Follow up: follow up to monitor

 SMART Task Delegation:
  • Specific: Task, Purpose/Context, Extent to Authority
  • Measureable: Measureable outcome, Skills and ability that needed
  • Achievable: Reason of the delegation
  • Relevant: Check points
  • Time Bound: Completion Date
  • People: Responsible to, Reporting
  • Resources: Additional resources/support
  • Obstacles: Foreseeable roadblocks
  • Actions: Actions agreed / Follow-up notes

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