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Slide Notes
WORKSHOP DESCRIPTION
“There are three principal means of acquiring knowledge... observation of nature, reflection, and experimentation. Observation collects facts; reflection combines them; experimentation verifies the result of that combination.” -Denis Diderot, French philosopher, art critic & writer 1713 – 1784
This dynamic and practice-based workshop will assist any supervisor that understands the need for a more effective approach. We will use strength-based approaches in the participants real-life challenges as supervisors, share ideas and walk away with new tools and techniques.
Strength-Based Supervision-How to Deepen your Engagement with your Teamick to Edit
Published on Mar 04, 2019
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PRESENTATION OUTLINE
CStrength-Based Supervision-How to Deepen your Engagement with your Teamick to Edit
WORKSHOP DESCRIPTION
“There are three principal means of acquiring knowledge... observation of nature, reflection, and experimentation. Observation collects facts; reflection combines them; experimentation verifies the result of that combination.” -Denis Diderot, French philosopher, art critic & writer 1713 – 1784
This dynamic and practice-based workshop will assist any supervisor that understands the need for a more effective approach. We will use strength-based approaches in the participants real-life challenges as supervisors, share ideas and walk away with new tools and techniques.
Overview
Observation
- “There are three principal means of acquiring knowledge... observation of nature, reflection, and experimentation. Observation collects facts; reflection combines them; experimentation verifies the result of that combination.” Denis Diderot, French philosopher, art critic & writer 1713 - 1784
Photo by r.nial.bradshaw
Seven Skills for Success
- Active Listening
- Availability
- Priority Setting
- Transparency
- Delegation
- Responsibility
- Accountablity
- Realism
Photo by Hello I'm Nik
Seven Skills for Supervision Success
- Skill # One
- Active Listening
What are these “7 Skills for Supervision Success?” Here you go:
Listening – This one is simple right? Well as I said before, simple and easy are not the same thing. Try this: the next time you’re talking to someone, try forcing yourself not to speak for 2 full minutes. Really listen to what the person is saying. And let me know how difficult it is for you to stay quiet.
Availability – Availability can mean a lot of things, both tangible and intangible. On the tangible side, it means being physically present at work. Of course, you’re not going to be at your desk every second of the day, but being away all day, every day by traveling too much, having too many off-site meetings, etc. isn’t productive. That also means keeping your calendar updated regularly. Personally, I’m a fan of making your calendar ‘public’ through Outlook. On the more intangible side, availability means being mentally present and available – and being clear about when you can’t be. If you are under a lot of stress for a major project, you need to let your supervisees know that you won’t be able to help them think through a project. But don’t let the ‘can’t’ times take over the ‘can’ times or you’ll create problems.
Mission-focus/priority-setting – Here is what priority setting comes down to: Figure out what is most important. Do that first. It is that simple and that difficult. In a nonprofit environment (every environment really) it is essential. We are mission-focused organizations and everything we do, everyday, should help us achieve that mission.
Transparency – Not every decision needs a full, 360 degree explanation, but lots of secrecy is frustrating and ultimately dis-empowering to those you supervise. Being transparent also means admitting when you’re wrong or when you don’t know the answer. No one is perfect and if you constantly try to hide behind a perfect image, the downfall will be that much harder.
Delegation – Delegation is arguably the hardest of these skills to learn and perfect. Delegation basically means transferring decision-making authority to another employee for a task not necessarily within one’s job description while still retaining ultimate responsibility for the task. There are three key pieces of this:
Responsibility – setting clear expectations, but not step-by-step instructions on how something should be done
Authority – the delegatee is given the right to make decisions
Accountability – delegatee is responsible for the work, but delegator has ultimate responsibility
Taking Responsibility and Giving Credit – When you delegate authority, you are responsible for what your supervisee does. You must take responsibility for the mistakes. BUT – you must also give credit for the good things.
Realism – Again, simple: DO NOT make commitments that you and your staff can’t keep. Promising the world to a funder, sponsor or partner does no one any good – especially if you can’t deliver. Putting that extra pressure on your employees (not to mention yourself) just creates all kind of unnecessary stress. You also need to be realistic about what you can do as a supervisor – don’t be a bottleneck.
So what do you think? Are these skills easy? Difficult? How do you operate as a supervisor? I’d love to hear more!
Listening – This one is simple right? Well as I said before, simple and easy are not the same thing. Try this: the next time you’re talking to someone, try forcing yourself not to speak for 2 full minutes. Really listen to what the person is saying. And let me know how difficult it is for you to stay quiet.
Availability – Availability can mean a lot of things, both tangible and intangible. On the tangible side, it means being physically present at work. Of course, you’re not going to be at your desk every second of the day, but being away all day, every day by traveling too much, having too many off-site meetings, etc. isn’t productive. That also means keeping your calendar updated regularly. Personally, I’m a fan of making your calendar ‘public’ through Outlook. On the more intangible side, availability means being mentally present and available – and being clear about when you can’t be. If you are under a lot of stress for a major project, you need to let your supervisees know that you won’t be able to help them think through a project. But don’t let the ‘can’t’ times take over the ‘can’ times or you’ll create problems.
Mission-focus/priority-setting – Here is what priority setting comes down to: Figure out what is most important. Do that first. It is that simple and that difficult. In a nonprofit environment (every environment really) it is essential. We are mission-focused organizations and everything we do, everyday, should help us achieve that mission.
Transparency – Not every decision needs a full, 360 degree explanation, but lots of secrecy is frustrating and ultimately dis-empowering to those you supervise. Being transparent also means admitting when you’re wrong or when you don’t know the answer. No one is perfect and if you constantly try to hide behind a perfect image, the downfall will be that much harder.
Delegation – Delegation is arguably the hardest of these skills to learn and perfect. Delegation basically means transferring decision-making authority to another employee for a task not necessarily within one’s job description while still retaining ultimate responsibility for the task. There are three key pieces of this:
Responsibility – setting clear expectations, but not step-by-step instructions on how something should be done
Authority – the delegatee is given the right to make decisions
Accountability – delegatee is responsible for the work, but delegator has ultimate responsibility
Taking Responsibility and Giving Credit – When you delegate authority, you are responsible for what your supervisee does. You must take responsibility for the mistakes. BUT – you must also give credit for the good things.
Realism – Again, simple: DO NOT make commitments that you and your staff can’t keep. Promising the world to a funder, sponsor or partner does no one any good – especially if you can’t deliver. Putting that extra pressure on your employees (not to mention yourself) just creates all kind of unnecessary stress. You also need to be realistic about what you can do as a supervisor – don’t be a bottleneck.
So what do you think? Are these skills easy? Difficult? How do you operate as a supervisor? I’d love to hear more!
Photo by sadmafioso
Availability
Availability – Availability can mean a lot of things, both tangible and intangible. On the tangible side, it means being physically present at work. Of course, you’re not going to be at your desk every second of the day, but being away all day, every day by traveling too much, having too many off-site meetings, etc. isn’t productive. That also means keeping your calendar updated regularly. Personally, I’m a fan of making your calendar ‘public’ through Outlook. On the more intangible side, availability means being mentally present and available – and being clear about when you can’t be. If you are under a lot of stress for a major project, you need to let your supervisees know that you won’t be able to help them think through a project. But don’t let the ‘can’t’ times take over the ‘can’ times or you’ll create problems.
Photo by Paco CT
Transparency
Photo by Johannes Plenio
Delegation
Photo by KOMPETENZZENTRUM: PRÄSENTATION
Responsibility
Photo by isostandards
Accountability
Photo by giulia.forsythe
Realism
Photo by Rusty Russ
Motivating Your Team
Organizational Culture
- Want a solid definition of what employees are talking about when they discuss your workplace culture? Culture is the work environment that you supply for employees. Employees are motivated and most satisfied when their needs and values are consistent with those manifested in your workplace culture. From the initial application until an employee is hired, both the employer and the prospective employee attempt to determine if the applicant is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. Culture is the environment in which you work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your workplace. While a particular culture exists in your organization that has been developed by the employees who work in your company, each new employee adds their diversity to your work culture. So, while a culture exists when a new employee joins, he or she is soon adding to the culture experienced by employees at work. What Makes Up Your Culture? Culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person's behavior. Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of—generally unspoken and unwritten—rules for how they will work together. Your culture is made up of all of the life experiences that each employee brings to the workplace. Culture is particularly influenced by the organization's founder, executives, and other managerial staff because of their role in decision making and strategic direction. Middle managers are also significant in the formation of your organizational culture as they are the glue that holds all of the rest of your employees in a manner that allows them to receive information and direction. How Do You See Culture The visual and verbal components of an organization's culture are noticeable every day at work. Whether you are walking through a work area, sitting in an office, attending a meeting, or eating in the lunchroom, the organization's culture surrounds you and permeates your working life. Culture is represented in your group's: language, decision making, symbols and objects, stories and legends, level of empowerment, celebrations, and daily work practices. Something as simple as the objects chosen to grace an employee's desk tells you a lot about how employees view and participate in your organization’s culture. Your bulletin board content, the company newsletter, the interaction of employees in meetings, and the way in which people collaborate, speak volumes about your organizational culture. You can take a culture walk to see, appreciate, and observe your organization's current culture. You can also change your organization's culture. If the culture that has developed is unsupportive of reaching your business goals or of the environment you want to provide employees, culture change is a tough, but achievable, option. You can consciously shape the culture that you need for your organization's most significant opportunity for success. With consistent leadership that walks the talk, you can take on this challenge—and win. Enculturation: Helping New Employees Enculturation is a socialization process by which new workers adjust to, and become part of, the corporate culture of their new company, office, department, workgroup, and so forth. Some companies help new employees embrace their organization's culture through orientation or onboarding sessions and other Human Resources (HR) initiatives. Departments should welcome new employees with a plan that will help the new person learn their job. The best plans also immerse the new employee in the most important aspects of the culture. They do this by activities such as: sharing the organization's mission, vision, guiding principles, and values; making sure the new employee meets with the company president and other key employees so that they can communicate the culture and expectations; do mini-updates at 30, 60, and 90 days to see how the employee is doing; and assigning a well-informed, thoughtful mentor or buddy who can teach the new employee the company's culture and introduce the new employee to additional longer-term employees. Your goal with enculturation activities is to ensure the employee's cultural fit and to engage and onboard the new employee into your desired organizational culture.Needs & values are consistent with workplace culture
- Environment in which you work
- Like personality made up of beliefs, underlying assumptions, attitudes and behaviors shared by the group
Want a solid definition of what employees are talking about when they discuss your workplace culture? Culture is the work environment that you supply for employees. Employees are motivated and most satisfied when their needs and values are consistent with those manifested in your workplace culture.
From the initial application until an employee is hired, both the employer and the prospective employee attempt to determine if the applicant is a good cultural fit.
Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture.
Culture is the environment in which you work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your workplace.
While a particular culture exists in your organization that has been developed by the employees who work in your company, each new employee adds their diversity to your work culture. So, while a culture exists when a new employee joins, he or she is soon adding to the culture experienced by employees at work.
What Makes Up Your Culture?
Culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person's behavior.
Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of—generally unspoken and unwritten—rules for how they will work together.
Your culture is made up of all of the life experiences that each employee brings to the workplace. Culture is particularly influenced by the organization's founder, executives, and other managerial staff because of their role in decision making and strategic direction.
Middle managers are also significant in the formation of your organizational culture as they are the glue that holds all of the rest of your employees in a manner that allows them to receive information and direction.
How Do You See Culture
The visual and verbal components of an organization's culture are noticeable every day at work. Whether you are walking through a work area, sitting in an office, attending a meeting, or eating in the lunchroom, the organization's culture surrounds you and permeates your working life.
Culture is represented in your group's:
language,
decision making,
symbols and objects,
stories and legends,
level of empowerment,
celebrations, and
daily work practices.
Something as simple as the objects chosen to grace an employee's desk tells you a lot about how employees view and participate in your organization’s culture. Your bulletin board content, the company newsletter, the interaction of employees in meetings, and the way in which people collaborate, speak volumes about your organizational culture.
You can take a culture walk to see, appreciate, and observe your organization's current culture. You can also change your organization's culture. If the culture that has developed is unsupportive of reaching your business goals or of the environment you want to provide employees, culture change is a tough, but achievable, option.
You can consciously shape the culture that you need for your organization's most significant opportunity for success. With consistent leadership that walks the talk, you can take on this challenge—and win.
Enculturation: Helping New Employees
Enculturation is a socialization process by which new workers adjust to, and become part of, the corporate culture of their new company, office, department, workgroup, and so forth. Some companies help new employees embrace their organization's culture through orientation or onboarding sessions and other Human Resources (HR) initiatives.
Departments should welcome new employees with a plan that will help the new person learn their job. The best plans also immerse the new employee in the most important aspects of the culture. They do this by activities such as:
sharing the organization's mission, vision, guiding principles, and values;
making sure the new employee meets with the company president and other key employees so that they can communicate the culture and expectations;
do mini-updates at 30, 60, and 90 days to see how the employee is doing; and
assigning a well-informed, thoughtful mentor or buddy who can teach the new employee the company's culture and introduce the new employee to additional longer-term employees.
Your goal with enculturation activities is to ensure the employee's cultural fit and to engage and onboard the new employee into your desired organizational culture.
From the initial application until an employee is hired, both the employer and the prospective employee attempt to determine if the applicant is a good cultural fit.
Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture.
Culture is the environment in which you work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your workplace.
While a particular culture exists in your organization that has been developed by the employees who work in your company, each new employee adds their diversity to your work culture. So, while a culture exists when a new employee joins, he or she is soon adding to the culture experienced by employees at work.
What Makes Up Your Culture?
Culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person's behavior.
Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of—generally unspoken and unwritten—rules for how they will work together.
Your culture is made up of all of the life experiences that each employee brings to the workplace. Culture is particularly influenced by the organization's founder, executives, and other managerial staff because of their role in decision making and strategic direction.
Middle managers are also significant in the formation of your organizational culture as they are the glue that holds all of the rest of your employees in a manner that allows them to receive information and direction.
How Do You See Culture
The visual and verbal components of an organization's culture are noticeable every day at work. Whether you are walking through a work area, sitting in an office, attending a meeting, or eating in the lunchroom, the organization's culture surrounds you and permeates your working life.
Culture is represented in your group's:
language,
decision making,
symbols and objects,
stories and legends,
level of empowerment,
celebrations, and
daily work practices.
Something as simple as the objects chosen to grace an employee's desk tells you a lot about how employees view and participate in your organization’s culture. Your bulletin board content, the company newsletter, the interaction of employees in meetings, and the way in which people collaborate, speak volumes about your organizational culture.
You can take a culture walk to see, appreciate, and observe your organization's current culture. You can also change your organization's culture. If the culture that has developed is unsupportive of reaching your business goals or of the environment you want to provide employees, culture change is a tough, but achievable, option.
You can consciously shape the culture that you need for your organization's most significant opportunity for success. With consistent leadership that walks the talk, you can take on this challenge—and win.
Enculturation: Helping New Employees
Enculturation is a socialization process by which new workers adjust to, and become part of, the corporate culture of their new company, office, department, workgroup, and so forth. Some companies help new employees embrace their organization's culture through orientation or onboarding sessions and other Human Resources (HR) initiatives.
Departments should welcome new employees with a plan that will help the new person learn their job. The best plans also immerse the new employee in the most important aspects of the culture. They do this by activities such as:
sharing the organization's mission, vision, guiding principles, and values;
making sure the new employee meets with the company president and other key employees so that they can communicate the culture and expectations;
do mini-updates at 30, 60, and 90 days to see how the employee is doing; and
assigning a well-informed, thoughtful mentor or buddy who can teach the new employee the company's culture and introduce the new employee to additional longer-term employees.
Your goal with enculturation activities is to ensure the employee's cultural fit and to engage and onboard the new employee into your desired organizational culture.
