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Www.iSpeak.com Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day, 2012 Instructor Name.

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Presentation on theme: "Www.iSpeak.com Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day, 2012 Instructor Name."— Presentation transcript:

1 Proprietary and Confidential Supervisory Skills iSpeak Foundation Series Month day, 2012 Instructor Name

2 Proprietary and Confidential Agenda Introductions – What do you want to learn? Itinerary Ground Rules – Phones on Silent – Ask Questions – Participate & Respect others – Respect our schedule

3 Proprietary and Confidential Satori

4 Proprietary and Confidential Supervisory Skills Unit One: The Foundation of Management

5 Proprietary and Confidential Foundation of Management The boss is the one person who can create conditions that will determine caliber of work, and ultimately success for the company. – Superior leaders achieve a lower rate of ___________ among their employees, better ____________, and higher _________________ than do their lower-rated peers. – Roughly _________of how employees perceive their organizations climate can be traced to the actions of one person – the boss. turnover morale net profits 60%

6 Proprietary and Confidential What Do You Want in a Supervisor? Honesty - 83% Competence - 67% Visionary - 62% Inspiring - 58% Intelligent - 43%

7 Proprietary and Confidential Leadership Defined "Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. - Stephen Covey

8 Proprietary and Confidential iSpeak Management Model

9 Proprietary and Confidential Supervisor Approaches Instructing High Instruction Low Encouragement Provide specific instructions and closely monitor Selling High Instruction High Encouragement Explain your decisions and provide opportunity for clarification Assigning Low Instruction Low Encouragement Turn over responsibilities for both implementation and decision making Encouraging Low Instruction High Encouragement Share ideas, guide the process, and facilitate in decision making R1R2 R4R3

10 Proprietary and Confidential Exercise: Leadership Self-Assessment

11 Proprietary and Confidential Degrees of Delegation Investigate and report back Investigate and recommend action Investigate and advise on action planned Investigate and take action; then advise you Investigate and take action

12 Proprietary and Confidential Exercise: Guidance & Encouragement

13 Proprietary and Confidential Satori

14 Proprietary and Confidential Supervisory Skills Unit Two: Communication

15 Proprietary and Confidential Exercise: Communication Barriers

16 Proprietary and Confidential Communication Retention Visual - Employees learn by seeing. Auditory - Employees learn by listening. Kinesthetic - Employees learn by doing.

17 Proprietary and Confidential Exercise: Listening A B C D E F G

18 Proprietary and Confidential Communication Elements

19 Proprietary and Confidential Types of Listening Passive – Not listening at all Selective – In and out of the conversation Active – Actively participating Average speaker: __________ Average listener: __________

20 Proprietary and Confidential Exercise: Focused Attention Facilitator 9 – 2 1 – 7 – 5 8 – 2 – 4 – 1 5 – 6 – 9 – 2 – 8 7 – 9 – 1 – 3 – 6 – 2 6 – 2 – 5 – 8 – 9 – 1 – 7 3 – 9 – 2 – 7 – 4 – 5 – 8 – 1 Answers 2 – 9 5 – 7 – 1 1 – 4 – 2 – 8 8 – 2 – 9 – 6 – 5 2 – 6 – 3 – 1 – 9 – 7 7 – 1 – 9 – 8 – 5 – 2 – 6 1 – 8 – 5 – 4 – 7 – 2 – 9 – 3

21 Proprietary and Confidential Developing Active Listening Skills Are you truly listening or just waiting for your turn to talk? - Robert Montgomery Focused attention Take notes Paraphrase & summarize Verbal prompts Ask questions

22 Proprietary and Confidential Exercise: Applying Leadership Styles

23 Proprietary and Confidential Satori

24 Proprietary and Confidential Supervisory Skills Unit Three: Coaching Employees

25 Proprietary and Confidential The Coaching Process Listening Feedback Transition Time

26 Proprietary and Confidential Providing Feedback Missed Opportunities Providing Positive Feedback – Be timely and make it specific Providing Constructive Feedback – State the constructive purpose of the feedback Criteria for Effective Feedback

27 Proprietary and Confidential Question Types Open Ended QuestionsWhat do you think of the new policy? Closed-Ended QuestionsDo you like the new expense reimbursement process? Alternative Choice QuestionsWould you prefer getting paid once per month or over two weeks?

28 Proprietary and Confidential Coaching Feedback Questions Questions to ask during feedback: – What do you think? – What is one area you are going to focus on? – How are you going to approach that? – What specifically will you have done and when? Feedback should be centered in two areas: – Instruction – Encouragement

29 Proprietary and Confidential Exercise: Coaching Situations

30 Proprietary and Confidential SMART Goals Specific Measurable Attainable Relevant Timely What exactly will you do? How will we measure it? Is it achievable? Are results tied to vision? When will it be completed?

31 Proprietary and Confidential Setting Personal & Team Goals Areas of Accountability Timely provisioning of circuits Effective communication with the customer during the install project Customer satisfaction with provisioning Performance Standard Meet 100% of commitment dates Weekly meetings with clients 90% satisfaction rating on customer feedback surveys

32 Proprietary and Confidential Process for Recognition 1.Inform you will be the coach 2.Offer recognition immediately 3.Be specific 4.Let them know how you feel 5.Pause 6.Encourage continued behavior

33 Proprietary and Confidential Implementing Recognition

34 Proprietary and Confidential Delivering Discipline To be effective if must contain three elements: – Be specific about the incorrect behavior – Tell them how you feel – Remind them they are valuable Always focus on the behavior, not the person!

35 Proprietary and Confidential Delivering Discipline

36 Proprietary and Confidential Coaching Practice

37 Proprietary and Confidential Satori

38 Proprietary and Confidential Supervisory Skills Unit Four: Team Development

39 Proprietary and Confidential Exercise: Why do teams fail?

40 Proprietary and Confidential How Do Teams Succeed? Commitment Trust Purpose Communication Involvement Process Leadership

41 Proprietary and Confidential Conflict Response Strategies

42 Proprietary and Confidential Conflict Resolution Process Acknowledge conflict exists Find the cause or source of the conflict Hear all points of view Find common ground (goal?) Choose a creative solution all can agree with Follow up

43 Proprietary and Confidential Creative Solutions

44 Proprietary and Confidential Exercise: Resolving Conflict

45 Proprietary and Confidential Motivating the Team Fear is the best motivator Money is the best motivator Everyone s motivation is different I can motivate other people Personal motivations can change False True False True

46 Proprietary and Confidential Motivational Truths Everyone s Motivation can be different – Offer choices Individuals must be self-motivated – Celebrate successes with praise and recognition Individual motivators can change over time – review development plans with team members

47 Proprietary and Confidential What Employees Want 1.Learning Opportunities 2.Flexible Working Hours 3.Personal Praise 4.Increased Authority 5.Time with their Manager 6.Time Off 7.Public Praise 8.Written Praise 1001 Ways to Reward Employees, Bob Nelson, 1994

48 Proprietary and Confidential Supervisory Skills Implement to Improve

49 Proprietary and Confidential iSpeak Learning Methodology Knowing is not enough; we must apply. Willing is not enough; we must do. - Johann Goethe

50 Proprietary and Confidential Satori

51 Proprietary and Confidential Kaizen

52 Proprietary and Confidential Instructor Name 512.###.#### Thank you!

53 Proprietary and Confidential Continue Your Learning At iSpeak University! Reinforcing Video ShortsDownload Tools


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