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HOW TO SURVIVE & THRIVE AS AN EBP SUPERVISOR Margaret McAlister, PHR 10/8/2014.

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Presentation on theme: "HOW TO SURVIVE & THRIVE AS AN EBP SUPERVISOR Margaret McAlister, PHR 10/8/2014."— Presentation transcript:

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2 HOW TO SURVIVE & THRIVE AS AN EBP SUPERVISOR Margaret McAlister, PHR 10/8/2014

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4 Learn how to successfully transition from team member to team supervisor.Learn how to successfully transition from team member to team supervisor. 1 Learn how to manage difficult conversations for successful outcomes.Learn how to manage difficult conversations for successful outcomes. 2 Learn how to retain your best employees.Learn how to retain your best employees. 3 Today’s Objectives

5 DEFINITION A HUMAN SERVICES SUPERVISOR IS AN AGENCY ADMINISTRATIVE STAFF MEMBER TO WHOM AUTHORITY IS DELEGATED TO DIRECT, COORDINATE, ENHANCE, AND EVALUATE ON THE JOB PERFORMANCE OF THE SUPERVISEES FOR WHOSE WORK S/HE IS HELD ACCOUNTABLE. IN IMPLEMENTING THIS RESPONSIBILITY, THE SUPERVISOR PERFORMS ADMINISTRATIVE, EDUCATIONAL AND SUPPORTIVE FUNCTIONS IN THE INTERACTION WITH THE SUPERVISEE IN THE CONTEXT OF A POSITIVE RELATIONSHIP. THE SUPERVISOR’S ULTIMATE OBJECTIVE IS TO DELIVER TO AGENCY CLIENTS THE BEST POSSIBLE SERVICE, BOTH QUANTITATIVELY AND QUALITATIVELY, IN ACCORDANCE WITH AGENCY POLICIES AND PROCEDURES. A Kadushin, Supervision in Social Work Practice (1976)

6 An Exercise in “Reflective Supervision”… YAY! I’m a SUPERVISOR now!!!! Wait. What WAS I thinking????!!!!

7 3 PHASES OF TRANSITION  Transition from supervision receiver to provider  Getting to know myself as a Supervisor  Identifying myself as a Supervisor  Blair K & Peake T, Stages of Supervisor Development (1995)

8 Phase I. NEW ROLE Role shock Anxiety/Imposter Syndrome Isolation Feelings of selling out

9 What were/are YOUR challenges in transitioning?

10 Phase II. GROWING INTO THE ROLE Recognizing my impact and modifying my supervision accordingly Recognizing my strengths and inadequacies as supervisor

11 Phase III. IDENTIFYING AS A SUPERVISOR Being excited about my relationships with my supervisees Being eager to train and learn new skills Being eager for feedback

12 SUPERVISION OF EBP THERAPISTS QA and QI According to the “The Process of Supervision in Functional Family Therapy” (Alexander, Armey, Hollimon, Mason, Neeb, Robbins), quality assurance is a monitoring and tracking based task. Systematically assessing the supervisees’ knowledge and performance issues form the basis of supervision interventions. Quality improvement is the action of the supervisor to improve the delivery of the model by the therapist.

13 Difficult Conversations

14 SCENARIO Tina Terrific has been your superstar until the last 6 months. Her frequency of family visits has decreased from 3.2 sessions in per month (March 2014) to 2.5 as of 9/30/14, which triggers an automatic Corrective Action Plan. (Team goal is 3.0 sessions per month.) She waited more than 24 hours to notify you of a critical incident in August. Her progress notes are much less complete lately. Her reports are often late. How do you approach her? What will the CAP look like?

15 Tina Terrific’s Corrective Action Plan Therapist is responsible for the following: 1.Providing urgent information to supervisor by phone or email within 2 hours of learning about a critical incident. 2.Increase frequency of visits to an average of 3.0 per month within by 12.31.14. 3. Have progress notes up to date within 2 weeks. 4.Email supervisor each Monday listing family, number, and date of sessions, and date the progress notes were completed for each. 5.Meet with supervisor and clinical director every 2 weeks (until further notice) to review progress toward meeting these goals. Further disciplinary action, which may include termination of employment, will be taken if the goals are not met within the timeframes outlined above. (adopted from FFT’s “The Process of Supervision in Functional Family Therapy” )

16 Key points of CAP Data driven (not personal) Clear goals (in fidelity with model) Easily measurable goals Consequences clearly stated

17 A word about retaining your superstars…….

18 WHY DO EMPLOYEES LEAVE?

19 TOP 5 REASONS EMPLOYEES SAY “BUH BYE” They don’t feel part of the company culture. They don’t feel valued or appreciated. They don’t receive the support they need to do their jobs. There’s no opportunity to grow or advance. They feel they are not compensated adequately. The Society of Human Resources

20 5 KEY STRATEGIES OF RETENTION 1.Company must have policies that reflect its ethics and values system, and these must be translated to day to day actions. 2.Company must support healthy employer and employee relationships. Recognition should be given deliberately and often. 3.Companies must give their employees the tools, equipment, and TIME to get the job done. Companies need to tell their employees why and how their work matters to the company. 4.Employees must have opportunities for growth. 5.Companies need to shift from paying employees for their time to paying employees for their performance. Bonus systems are needed to reward high performing employees. The Society of Human Resources

21 WHAT CAN I DO? I’M JUST THE SUPERVISOR….

22 “I do my most effective work for leaders who.......”

23 WALKING THE TALK Commit to self-development. Be flexible. Resolve disputes fairly. Be a Star catcher. Minimize obstacles. Perform with integrity. Be enthusiastic!!! Be open and transparent. Remember self-care! Practice reflective supervision. Donavan & Jackson, Managing Human Services Organizations; Bold, When Workers Feel Stupid

24 LOW COST/NO COST BENEFITS 1.NOTHING beats a handwritten note. 2.Make work fun! 3.Actively solicit employees’ ideas and feedback. 4.Reward ideas and effort as well as success. 5.Celebrate birthdays and hire date anniversaries monthly. 6.Spread the love. 7.Publicize successes. 8.Host quarterly Employees Appreciation Day when management serves them breakfast. 9.Award “pass around” novelty awards monthly. 10.Have a potluck lunch monthly.

25 A few last words…. Once a supervisor has given up trying to answer all questions, and knows that his/her skill consists in drawing others out, clarifying responsibilities, contributing what is known from theory and experience, his/her position is no longer terrifying but, rather, exhilarating. A leader, no less than those who are led, is sustained by the sharing of responsibility, not only with those who may be above him/her, but just as truly with those whom s/he works. Hawthorn C Games Supervisees Play

26 Q UESTIONS ?

27 T HANK YOU FOR YOUR TIME TODAY ! mmcalister@ebanetwork.commmcalister@ebanetwork.com 305-989-1623 Feel free to contact me, please.


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