The Exceptional Supervisor Optimizing Your Potential and A Professional Development Program from Roles of a Skillful Supervisor Include:
This program is designed to give supervisors essential skills for effectively managing employees. Working as a consultative partner, supervisors can keep productivity high, while building greater job satisfaction for employees. This program incorporates strategies beneficial to anyone in a supervisory type leadership role. It's a synthesis of research on what it takes to become an exceptional supervisor. This highly interactive workshop provides tools for becoming an exceptional supervisor. It's structured for maximum learning effectiveness and retention. People learn best by a combination of seeing, hearing and doing. Therefore, participants will experience a carefully designed combination of:
Keeping the class size to 20 to 25 participants per session will facilitate maximum involvement of the attendees. This allows them to have a significant amount of one-to-one interaction with the instructor. At the conclusion of this program, participants who completed all sessions will receive a certificate of completion for their achievement. This supervisory seminar is an integration of proven supervisory, conflict management, team building and communication strategies for creating a winning team. For supervisors to achieve a high level of productivity with their team, and employee satisfaction from their working relationship, new models and the principles associated with consultative partnering will be developed. These skills blend together to improve communication, counteract low productivity and increase employee proactiveness. This training doesn't just give what to do, it delivers the best practices on how to do it, and the reasons why these strategies work.
Through skillful application of the principles and practices learned in the 12 modules, supervisors can greatly increase their effectiveness. This training provides insightful applications of the traits and skills documented to be of highest value to exceptional supervisors.
Knowing and using effective supervisory strategies separates mediocre performance and team work from those who achieve excellence. Developing critical management skills is no accident. There are three key traits of great supervisors which are automatically applied by the best. Supervisors must be able to rapidly evaluate what's needed for both the people and the project. They must utilize the simple, but effective steps to help manage time more effectively. In this is also how to avoid the most common traps in delegation work and having follow-through lead to the desired outcome. The basics of great supervisory skills lead the team ever closer to achieving their goals and producing great results.
Achievement is the result of clear goals and a strong drive. An inspiring vision creates sustained commitment to a path of action. Supervising in its best form steers employees on the best path, assists them in figuring-out course corrections and empowers them to take action. Supporting employees in developing ownership in their work and relationships are basic skills of effective supervisors. Understanding how to find the de-motivators of the team is a prerequisite. By learning how to draw out the unique strengths of the employees the supervisor saves time and energy, and has a happier and more productive team.
Partnering is for any person who deals directly with others. Supervisors and managers working as consultative partners is a requirement for 21st century organizations to succeed. There are times when the supervisor has to counsel or coach a "partner". Or they'll have to take disciplinary action. Every contact a supervisor has with an employee helps or hurts your organization. Partnering is establishing and maintaining great communication and service excellence, leading on to the pathway of success. Incorporating strategic elements essential to supervisory style flexibility builds satisfying, long-term partner type relationships. Not all parts of managing others are fun. But when you have the respect of employees, and work with them as a partner would, team effectiveness and productivity takes a major step forward.
Supervisors who communicate accurately have an edge over those who don't. Motivation, performance and teamwork all thrive in an environment of rich communication. During this part of the training, supervisors will get a handle on how they can communicate better within themselves, and between them and others. Outer relationships are a mirror of the resources a person has within that they can draw upon. Becoming the best they can be is required for creating great working relationships. All business revolves around interpersonal relationships--leader to employee, employee to employee, or employee to client. Interpersonal relationships are founded on communication. If the communication is effective and accurate, the relationships will grow and achieve the desired results. If the communication foundation is not good the relationship will founder. Great communication is part of the essential bedrock of effective supervisory skills.
Disagreement in human relationships is a natural and normal part of dealing with others. How long a disagreement lasts, how far it escalates and how frequently it occurs is within your control. Without conflict there would be no progress. Solving problems and overcoming conflicts is a core skill required in effective management. Tension is like a propellant driving human heat seeking missiles. Without it work is boring, relationships stagnate, creativity is low and satisfaction of accomplishment just doesn't feel as fulfilling. Being able to manage the levels of tension required for team effectiveness is a highly refined skill (because individuals require varying levels of it to work up to their potential.) Does this mean you want to be out there wrecking havoc on employees so they feel the tension? No, yet you need to provide background stimuli so they feel motivated to achieve. The skills to manage conflict and the skills to trigger motivation are intertwined. The most effective supervisors know how to manage each.
Great relations between employees and management do not happen automatically. Employees work primarily to get the tasks done, while supervisors and managers work to organize and keep employees on track. This can become a highly charged situation. The managing of the relationship makes a major difference in effectiveness and productivity. Each contact between supervisors and their employees is an opportunity to foster the relationship and strengthen the team. This session will help supervisors learn today's best supervisory techniques.
"If it is to be, it's up to me" is the motto of achievers. This doesn't mean that you do it all yourself. Or that you have to be on fire every moment of every day. Proactive thinking leads to action and stimulates innovation and creativity which are essential in the competitive arena today. Your perspective and skills can be effectively transferred to your team through effective coaching. The supervisor and team need to build on the resources of each member and work synergistically. They innovate so they don't become stuck in just doing a routine. Together the team leader and team are greater than the sum of the parts. There's passion through collaboration while supporting the vision and working toward worthwhile goals.
Emotional intelligence is being widely studied by universities worldwide. It is now being applied to business, art, medicine, sports, communications, and much more. Through applying the five dimensions of EI, you can enhance your chances of success in all areas of your life, and increase your level of personal satisfaction exponentially. Napoleon Hill, author of Think and Grow Rich said, "Success leaves tracks which we can follow." He also said, "Sustained success is no accident." During this session the "practice" of supervisory success will be integrated with the other information which came before. Sustained successful action results only when success has first been believed and experienced within the individual. There are 3 core beliefs which the ongoingly successful in every field run their lives by. Participants will explore these and learn to use them as signposts for determining if they (and their employees) are on-track.
If you experience a lack of proactiveness within your team, faulty buy-in is at least 50% of the problem. There are 5 distinct components in the team buy-in process--and very few people consistently and gracefully move through these with success. Harvard Business School research found that 86% of the people feeling dissatisfied with their jobs listed misaligned values and no passion for their work as a major contributor. Is that any wonder when there is confusion about the specifics of work? Policies, procedures, empowerment, authority, attitudes and actions all blend together to create a motivated, satisfied work force. Getting team members to "step-up" to personal proactiveness is the result of appropriate attitudes and actions of the management team. Knowing how to connect with employees facilitates belief in the manager and possibilities of achievement.
If you experience miscommunications and misunderstandings, faulty discernment is at least 50% of the problem. There are 5 distinct components in the communication discernment process--and very few people consistently and gracefully move through these with success. Harvard Business School research found that 74% of the people feeling dissatisfied with their jobs listed poor communication and interactional skills as a major contributor. Is that any wonder when the top 500 words in the English language have over 14,000 dictionary definitions? Without effective communication skills, effective relationships are very difficult to create and maintain.
Imagine this. Your travel agent calls and tells you about an exciting vacation package. They admit it's a bit different than other trips they've offered. To start with, they can't tell you where you're going. Nor can they be certain that you'll arrive at your destination. The trip will be fun, exciting, challenging, and to a degree--dangerous. Finally, they tell you that the trip starts tomorrow and you need to buy your ticket immediately. Most of us would reject that offer out of hand, without even thinking about it. But the truth is that we are all on that journey. The journey is the future. We are embarking into the future, and the trip has many uncertainties. The only difference between the imaginary trip and reality is that we have no choice. We are on that trip and change is the only certainty.
Psychosocial stress and pressure in our culture has become a dangerous problem, unremitting in its effects. One tragic consequence of this is that stress-related psychological and physical disorders have become the number one social and health problems in the last decade. Stress induced health problems have long since replaced epidemics of infectious disease as the major medical problem of today. During recent years, four disorders have become especially prominent in the United States, Western Europe, and Japan. Described as the afflictions of civilization, they are heart disease, cancer, arthritis, and respiratory illnesses. These four disorders are most prevalent in the sophisticated, developed areas of the world. Standard medical textbooks used in the United States and European medical schools state that between 50-80% of all illnesses are related in some way to chronic stress. Proactive stress management is crucial.
There will be an assimilation strategy implemented for participants of this training. During that time the program participants will have homework to assist them in incorporating the learning into their everyday supervisory experience. They will have a partner from the class who they work with during the four weeks. His/her partner will challenge and encourage them to work on their Action Plan learning goals, which they will set at the end of each training session. The manager of the attending supervisor will know the goals set by the training participant, and will be involved in carrying on the learning process after the course is completed.
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