Finding Your Inner Leader Take me to your Leader Leader

Goals of this Presentation Finding a Leader Communication – Where to Start What it isn’t Key Actions in Leadership – Basic Principles Set Expectations and What to Watch For Communication – The Non-Verbal Message Basic Elements of Progressive Discipline Conducting Investigations Union Rights

Finding a Leader You are the person others look to for Leadership. People respond to your actions toward them. Never underestimate the power of your position with regard to your impact on their performance. People tend to imitate the values and behaviors around them. They notice how you treat your Managers, your peers, and them! Every time we find ourselves arguing, debating, running away, or otherwise acting in an ineffective way, we have stopped leading. Sometimes we rely on hints, sarcasm, innuendo, and looks of disgust to make our points. How do we say what we mean? Concerned that a confrontation will break out, we may choose to blame the team for the problem. Remember: The instant people perceive disrespect in a conversation, the interaction is no longer about the original purpose…it is about defending dignity.

Communication WHERE TO START: What do you want? The Big Picture –Where are you going? What is your vision, mission or direction? Communicate your expectations and vision Coach, empower and encourage participation Create an inclusive environment Establish open individual and group communication WHAT IT ISN’T: Top Down communication Delegating all communications Using only one management style (Passive, Aggressive, Collaborative, Directive) Making decisions without soliciting feedback and Input Soliciting feedback, but then ignoring input

Key Actions in Leadership Describe the job in terms of its majorjob outcomes and how It fits into the larger picture. Agree on measurable performance criteria. Mutually identify necessary skills, resources, and guidelines. Determine priorities. Review and check for understanding and commitment. Set dates for progress reviews. Close by reaffirming your recognition and continuing support.

Basic Principles of Leadership Focus on the situation, issue,situation or behavior, and not the person Recognize in Public – Counsel in Private Maintain the other person’s self confidence and self-esteem Maintain a constructive relationship Take initiative to maintain and improve relationships. Lead by example!

Set Expectations Set short-term wins Develop a feedback process Have on-the-spot discussions Establish challenging, yet achievable benchmarks for success Make a habit of regularly reviewing progress formally and informally - no surprises!

What to Watch For: Employees who are not working up to your standards – But, do they know what they are? Do they struggle or are challenged by the assigned work? Are they ineffective or inefficient? Do you hear complaints about being “overworked” and “nobody cares,” etc? Are “That’s Not My Job or Area” statements entered your work place? Are changes in personnel causing unease? Experiencing low to poor team interaction or connection?

Take Prompt ActionAction Identify both positive/negative areas of performance, to bring balance to your overview. Recognize the good areas so that these can be maintained, and then bring attention to the areas of opportunity so that special focus can be given Recognize and encourage your good performers so that they do not succumb to poor examples Identify and begin to address problem behaviors Provide feedback immediately, or soon after Take progressive, and eventually formal action as needed.

Communications – The Non-Verbal Message Sometimes, its not what you say, but how you say it. Negative Non-Verbal Rolling your eyes, sighs, frowns, squirming, doodling, frowning, clenched hands, tight lips, crossed arms and legs, avoiding eye contact. Positive Non-Verbal Smile, eye contact, face the person directly, nod up and down in acknowledgement or understanding, relax your posture, uncross your arms and legs. All Communication is a two-way process. Communication is multidimensional, which mean both verbal and nonverbal techniques Nonverbal – includes facial/eye expressions, posture/body movements and actions.

These Steps are Guidelines. Steps may be taken in sequence or out of order depending on the gravity of the issue. Informal feedback (can be frequent/verbal) Letter of counsel (written) Letter of reprimand (written) Suspension (requires collaboration w/ER) Dismissal (requires collaboration w/ER) While a Lead may provide you with details and assistance, only an MPP can deliver discipline. Basic Elements of Progressive Discipline

Create the Paper Trail Supervisors are encouraged to document both Formal and Informal discussions with their employees Include details such as: date of meeting and who was present, date of events, subject, state the issue &/or behavior, performance, possible policy violation, or safety concerns. If known, state an action plan or next steps, if any.

Respond quickly - An investigation begins when something occurs, is reported, or a when complaint is filed (it can be written or verbal) Verify the facts, not rumors. Does it take a long time? Not always, but it might. If needed, you need to make the time. Review available data and determine if you have enough facts to evaluate the matter. Consult with Employee Relations for assistance Weingarten meeting – Employee is entitled to a union rep. if the outcome may result in discipline If the employee requests a Union Rep at anytime, they may make arrangements for that person. Understand charges, identify specific behaviors or non- performance. Conducting Investigations

Union Rights Most CSU employees are covered by a collective bargaining agreement, so conclude that rules apply. Contracts provide specific language regarding working conditions, corrective actions, and disciplinary actions Become familiar with the employee’s union rights, even though the employee may not be. Following contractual processes takes time Weingarten meeting – The employee is entitled to a union rep. if the outcome may result in discipline If the employee requests a Union Rep at anytime, they make the arrangements. Consult with Employee Relations for assistance.

Resources Employee/Labor Relations is available at any stage to assist you and identify your options, before you put anything in writing Consider that there may be contractual obligations in any next steps Consider: What you really want to achieve? Come prepared with supporting documentation ER may suggest edits or changes to comply with campus practice, contract language, etc. Most importantly, don’t be afraid to get assistance! Goal