1. Effective Supervision

2. 2 Overview  Supervision - 5 Rules  Delegation Four Steps in DelegationFour Steps in Delegation Tasks that Shouldn’t be DelegatedTasks that Shouldn’t be Delegated Common Mistakes in DelegationCommon Mistakes in Delegation  Scenarios

3. 3 Five Rules of Supervision  Rule #1 - Get Involved Know Your PeopleKnow Your People  Get out from behind your desk  Don’t be over-involved  Show Interest Sense of MissionSense of Mission  Have a plan  Share your vision

4. 4  Rule #2 - Open Channels of Communication Encourage discussionEncourage discussion Resolve conflictResolve conflict ListenListen Remain in controlRemain in control Five Rules of Supervision

5. 5  Rule #3 - Give Your People a Chance to Develop Match the People to the WorkMatch the People to the Work  Be aware of requirements and limitations  Education and training  PME, CCAF, TDY, Additional Duties Be FlexibleBe Flexible  Welcome Change Five Rules of Supervision

6. 6  Rule #4 - Establish Standards and Stick to Them Air Force StandardsAir Force Standards Personal StandardsPersonal Standards Enforce ThemEnforce Them Excellence Begins with YouExcellence Begins with You Five Rules of Supervision

7. 7  Rule #5 - Provide Feedback Constructive criticismConstructive criticism Praise in public and discipline in privatePraise in public and discipline in private Don’t be afraid to approach themDon’t be afraid to approach them Ask for their views/opinionsAsk for their views/opinions Five Rules of Supervision

8. 8 REVIEW

9. 9 Delegation Giving a subordinate the responsibility, authority, and accountability to accomplish a specific task. Giving a subordinate the responsibility, authority, and accountability to accomplish a specific task.

10. 10 Delegation  Responsibility Obligation to complete a taskObligation to complete a task Ultimate responsibility remains with the leaderUltimate responsibility remains with the leader

11. 11  Authority  Amount of influence given to you to get the task done  Degrees  Sufficient (Matches Responsibility)  Specific Delegation

12. 12  Accountability Must be definedMust be defined Don’t stop shortDon’t stop short FeedbackFeedback Delegation

13. 13 Delegation  If you don’t delegate properly…or at all Mission suffersMission suffers Supervisory overloadSupervisory overload Overlooked itemsOverlooked items Stifled potential of subordinatesStifled potential of subordinates

14. 14  Define the task Is task suitable for delegation?Is task suitable for delegation?  Assign the task Choose the right person.Choose the right person.  Grant authority Decide the amount of power to give.Decide the amount of power to give.  Follow-up Give positive feedback.Give positive feedback. Four Steps in Delegation

15. 15 Tasks You Don’t Delegate  Conceptual planning  Morale problems  Staff problems  Reviewing performance reports  Pet projects

16. 16 Common Mistakes in Delegation  Unclear delegation  Supervise too closely  Rushed delegation  Improper selection of subordinates

17. 17 SCENARIOS

18. 18 Scenario #1 As Cadet Logistics Group Commander, it is your duty to plan for the cadet wing’s biggest social event: the Wing Spring Picnic. As Cadet Logistics Group Commander, it is your duty to plan for the cadet wing’s biggest social event: the Wing Spring Picnic. As a result of your position and responsibilities this term, you are given 55 people to supervise. Using the rules of effective supervision and delegation, answer the following questions.

19. 19 Scenario #2 Let’s assume you selected Cadet Smith as the Spring Picnic OIC. During a group staff meeting, you get upset with the way he is leading the team. You begin to yell at Cadet Smith in front of everyone concerning his leadership and delegation skills. Let’s assume you selected Cadet Smith as the Spring Picnic OIC. During a group staff meeting, you get upset with the way he is leading the team. You begin to yell at Cadet Smith in front of everyone concerning his leadership and delegation skills.

20. 20 Scenario #3 You’re a newly assigned 2Lt in a Security Forces unit. You answer all correspondence no matter how insignificant and involve yourself in all routine matters. You’re a newly assigned 2Lt in a Security Forces unit. You answer all correspondence no matter how insignificant and involve yourself in all routine matters. As a result, you dismiss your commander’s concerns regarding a new base defense plan. One evening a serious security situation develops due to inadequate procedures.

21. 21 Scenario #4 As section OIC you supervise 10 NCOs. You have a reputation of handling correspondence quickly due to your constant supervision. You monitor their activities closely. As section OIC you supervise 10 NCOs. You have a reputation of handling correspondence quickly due to your constant supervision. You monitor their activities closely. One day, you’re sent on TDY for a month and upon your return, you’re advised of numerous problems in your section regarding the quality of work.

22. 22 Summary  Supervision - 5 Rules  Delegation Four Steps in DelegationFour Steps in Delegation Tasks that Shouldn’t be DelegatedTasks that Shouldn’t be Delegated Common Mistakes in DelegationCommon Mistakes in Delegation  Scenarios