Leadership Skills for Supervisors - Communication, Coaching, and ...
Leadership Skills for Supervisors Quick Reference Guide Left Brain and Right Brain
Leadership Style Profile
Traditional time management wisdom seems to work well for about half the population, while others listen or read about planning, prioritising, scheduling, and doing, and then turn back to their normal way of doing things: notes tacked to every available surface, piles of paper everywhere, and several projects in the air at any given time.
Participating S3
Selling S2
Delegating S4
Telling S1
These two kinds of people are sometimes labeled left brain and right brain.
Style Profile 1-3 (Participating – Telling) People whose scores place the majority of their Strongly left-brained people see things as black and white. For responses in styles 1 and 3 fall into what is called the them, time flows in monochromic order: they do one thing "good guy-bad guy syndrome." People who have a style and then they go on to another. Like Jack Webb in the old profile 1-3, with little flexibility to styles 2 and 4, usually Dragnet movies says, “Just give us the facts, ma’am.” view their employees with either good guy or bad guy assumptions about human nature. More right-brained people have the ability to see options at every turn. For them, things are rarely black and white, and Style Profile 1-2 (Telling – Selling) their time is polychromic, with many things happening People whose score places the majority of their simultaneously. They can not only talk and drive a car at the responses in styles 1 and 2 tend to be able to raise and same time; they can watch TV and read. lower their socio-emotional support or relationship behaviour but often feel uncomfortable unless they are calling the shots; that is, when they are providing the Situational Leadership Model structure and direction. Style Profile 2-3 (Selling – Participating) People whose scores place the majority of their responses in styles 2 and 3 tend to do well working with people of average levels of maturity but find it difficult handling discipline problems and immature work groups, as well as delegating with competent people to maximise their development. Style Profile 2-4 (Selling – Delegating) People whose scores place the majority of their responses in styles 2 and 4 usually have one basic style of S2 and a supporting style of S4. This style seems to be characteristic of managers who just do not feel secure unless they are providing much of the direction and developing a personal relationship with people in an environment. Style Profile 3-4 (Participating – Delegating) People whose scores place the majority of their responses in style profile 3-4 tend to be able to raise The follower’s readiness is defined as the ability and and lower their socio-emotional support or relationship willingness of a person to take responsibility for directing their behaviour but often feel uncomfortable if they have to own behaviour. People tend to have varying degrees of initiate structure or provide direction for people. readiness, depending on the specific task, function, or objective that a leader is attempting to accomplish through Velsoft
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their efforts. Their level of readiness frequently determines their level of commitment to the job and the organisation. The four levels are: 1) Unable and unwilling or insecure 2) Unable but willing or confident 3) Able but unwilling or insecure 4) Able and willing and confident
Style Profile 1-4 (Telling – Delegating) People whose scores fall mainly in style 1 and style 4 have some similarity to the "good guy-bad guy" profile of style 1-3 leaders. But rather than assessing people on whether they are good or bad in term of personal attachment to them, the sorting mechanism for this kind of leader often becomes competency. These managers suggest that if you are competent you will be left alone, but if you are incompetent they will ride you and closely supervise your activities.
Steps for Active Listening
SMART Goals
To begin the active listening process, stop talking, and invite the other person to give you’re their response or opinion. This is their invitation and without it they may not take part in the conversation. 1) Non-verbal: These are the messages our body sends to others that tell them we are listening, like leaning forward, making eye contact, nodding our head, attending to what they say. 2) Cues: Those short phrases that keep us connected and tell the other person we are still listening. Examples: OK Go on All right 3) Using paraphrasing, clarifying, and summarising questions. You ask questions to make sure you understand what is said.
Goals should be SMART.
The Commitment Curve
S = SPECIFIC When we make our goals too general we aren’t able to visualise them, and if we can’t see them, we have a hard time devoting our efforts toward reaching them. We are more apt to do a good job of redecorating the bathroom if we have a picture in our mind of how it will look when it’s done. M = MEASURABLE If we can’t measure a goal, we have no idea how close we are getting to reaching it, and that can be demotivating. For example, let’s say you have decided you will save some money from every paycheck in order to take a vacation this summer. But if you don’t set a specific amount each pay, and you don’t have an amount you want to reach, you are less apt to put the money away. A = ATTAINABLE We sometimes think that we should set high targets or goals for ourselves in order to grow and stretch. Well, we do want to grow and stretch, but if we set goals that aren’t doable, we soon get discouraged and we stop trying. The really high achievers in the world know this. They set goals that they know they can reach, with a little stretching, and when they get there, they set another goal they know they can reach. They climb the mountain one foot at a time.
Stage One: Uninformed Optimism At the outset, the company will have a commitment level slightly lower than the employee; employees tend to have an over-optimistic commitment at the outset.
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R = RELEVANT Goals have to make sense and have some importance, or they will soon be discarded. Set goals that make sense to you. (Another word that is often used for the R in this acronym is Realistic.) T = TIMED Put a deadline on your goals. Deadlines are great for getting things done.
Stage Two: Informed Pessimism As reality starts to set in, employees begin to question their You will also want to make sure that your goals have ability to cope with the changes going on around them, notice the three P’s. things that seem wrong or incomprehensible to them, political Personal: There has to be a buy-in. issues, paperwork and procedures are difficult to cope with. Positive: You won't want to work towards if it isn't. Stage Three: Hopeful Realism Put in writing: Remember and can refer back to Shock subsides and the organisation’s support mechanisms for all of the above. kick in. The employee makes some friends and allies and they begin to understand how the system works. Stage Four: Informed Optimism At this point, the company’s and the employee’s commitment levels, if managed correctly, will converge to the point where the company and the employee’s expectations and commitment are mutual and equal.
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Leadership Style Profile
Traditional time management wisdom seems to work well for about half the population, while others listen or read about planning, prioritising, scheduling, and doing, and then turn back to their normal way of doing things: notes tacked to every available surface, piles of paper everywhere, and several projects in the air at any given time.
Participating S3
Selling S2
Delegating S4
Telling S1
These two kinds of people are sometimes labeled left brain and right brain.
Style Profile 1-3 (Participating – Telling) People whose scores place the majority of their Strongly left-brained people see things as black and white. For responses in styles 1 and 3 fall into what is called the them, time flows in monochromic order: they do one thing "good guy-bad guy syndrome." People who have a style and then they go on to another. Like Jack Webb in the old profile 1-3, with little flexibility to styles 2 and 4, usually Dragnet movies says, “Just give us the facts, ma’am.” view their employees with either good guy or bad guy assumptions about human nature. More right-brained people have the ability to see options at every turn. For them, things are rarely black and white, and Style Profile 1-2 (Telling – Selling) their time is polychromic, with many things happening People whose score places the majority of their simultaneously. They can not only talk and drive a car at the responses in styles 1 and 2 tend to be able to raise and same time; they can watch TV and read. lower their socio-emotional support or relationship behaviour but often feel uncomfortable unless they are calling the shots; that is, when they are providing the Situational Leadership Model structure and direction. Style Profile 2-3 (Selling – Participating) People whose scores place the majority of their responses in styles 2 and 3 tend to do well working with people of average levels of maturity but find it difficult handling discipline problems and immature work groups, as well as delegating with competent people to maximise their development. Style Profile 2-4 (Selling – Delegating) People whose scores place the majority of their responses in styles 2 and 4 usually have one basic style of S2 and a supporting style of S4. This style seems to be characteristic of managers who just do not feel secure unless they are providing much of the direction and developing a personal relationship with people in an environment. Style Profile 3-4 (Participating – Delegating) People whose scores place the majority of their responses in style profile 3-4 tend to be able to raise The follower’s readiness is defined as the ability and and lower their socio-emotional support or relationship willingness of a person to take responsibility for directing their behaviour but often feel uncomfortable if they have to own behaviour. People tend to have varying degrees of initiate structure or provide direction for people. readiness, depending on the specific task, function, or objective that a leader is attempting to accomplish through Velsoft
LearningWorks Training
their efforts. Their level of readiness frequently determines their level of commitment to the job and the organisation. The four levels are: 1) Unable and unwilling or insecure 2) Unable but willing or confident 3) Able but unwilling or insecure 4) Able and willing and confident
Style Profile 1-4 (Telling – Delegating) People whose scores fall mainly in style 1 and style 4 have some similarity to the "good guy-bad guy" profile of style 1-3 leaders. But rather than assessing people on whether they are good or bad in term of personal attachment to them, the sorting mechanism for this kind of leader often becomes competency. These managers suggest that if you are competent you will be left alone, but if you are incompetent they will ride you and closely supervise your activities.
Steps for Active Listening
SMART Goals
To begin the active listening process, stop talking, and invite the other person to give you’re their response or opinion. This is their invitation and without it they may not take part in the conversation. 1) Non-verbal: These are the messages our body sends to others that tell them we are listening, like leaning forward, making eye contact, nodding our head, attending to what they say. 2) Cues: Those short phrases that keep us connected and tell the other person we are still listening. Examples: OK Go on All right 3) Using paraphrasing, clarifying, and summarising questions. You ask questions to make sure you understand what is said.
Goals should be SMART.
The Commitment Curve
S = SPECIFIC When we make our goals too general we aren’t able to visualise them, and if we can’t see them, we have a hard time devoting our efforts toward reaching them. We are more apt to do a good job of redecorating the bathroom if we have a picture in our mind of how it will look when it’s done. M = MEASURABLE If we can’t measure a goal, we have no idea how close we are getting to reaching it, and that can be demotivating. For example, let’s say you have decided you will save some money from every paycheck in order to take a vacation this summer. But if you don’t set a specific amount each pay, and you don’t have an amount you want to reach, you are less apt to put the money away. A = ATTAINABLE We sometimes think that we should set high targets or goals for ourselves in order to grow and stretch. Well, we do want to grow and stretch, but if we set goals that aren’t doable, we soon get discouraged and we stop trying. The really high achievers in the world know this. They set goals that they know they can reach, with a little stretching, and when they get there, they set another goal they know they can reach. They climb the mountain one foot at a time.
Stage One: Uninformed Optimism At the outset, the company will have a commitment level slightly lower than the employee; employees tend to have an over-optimistic commitment at the outset.
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R = RELEVANT Goals have to make sense and have some importance, or they will soon be discarded. Set goals that make sense to you. (Another word that is often used for the R in this acronym is Realistic.) T = TIMED Put a deadline on your goals. Deadlines are great for getting things done.
Stage Two: Informed Pessimism As reality starts to set in, employees begin to question their You will also want to make sure that your goals have ability to cope with the changes going on around them, notice the three P’s. things that seem wrong or incomprehensible to them, political Personal: There has to be a buy-in. issues, paperwork and procedures are difficult to cope with. Positive: You won't want to work towards if it isn't. Stage Three: Hopeful Realism Put in writing: Remember and can refer back to Shock subsides and the organisation’s support mechanisms for all of the above. kick in. The employee makes some friends and allies and they begin to understand how the system works. Stage Four: Informed Optimism At this point, the company’s and the employee’s commitment levels, if managed correctly, will converge to the point where the company and the employee’s expectations and commitment are mutual and equal.
Velsoft
LearningWorks Training
