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Office of Human Resources and Strategic Talent Management
March 29, 2019
NEW SUPERVISOR
ORIENTATIONStart Smart. Manage Smart.
Agenda
1
Recap of Day 1
Feedback from Survey
Review of Today’s Topics
Questions
Managing Ethically and with Integrity
2
Vicki Duggan
Chief Compliance, Risk, and Ethics Officer
240-567-7291
vicki.duggan@montgomerycollege.edu
Managing Ethically and with Integrity
3
Learning Outcomes
Discuss organizational and ethical culture and how
ethical supervisors positively impact the culture.
Use the ethical decision making framework as applied to
ethical dilemmas.
Know how to report wrongdoing at Montgomery College.
Managing Ethically and with Integrity
4
Tone At The Top
A term used to define management’s leadership and
commitment towards openness, honesty, integrity,
and ethical behavior.
Managing Ethically and with Integrity
5
Tone At The Top Affects
Mood In The Middle Buzz At The Bottom
Managing Ethically and with Integrity
6
Organizational and Ethical Culture
Managing Ethically and with Integrity
7
Thinking Critically As An Ethical Role Model
• Does this violate any law, policy, or standard of
conduct?
• What are the risks and benefits, both short and long
term?
• What are the positive and negative consequences of
each option?
Managing Ethically and with Integrity
8
Thinking Critically As An Ethical Role Model
• What if this were being done to me?
• What if everyone did it this way?
• What would my co-workers think?
• Would my mother understand my action?
• Would I be able to look myself in the mirror?
• How would this look on YouTube or Twitter?
Managing Ethically and with Integrity
9
Code of Ethics and Employee Conduct
Policy and Procedure 31000
Managing Ethically and with Integrity
10
Supervisors as Ethical Role Models
• Employees are encouraged to come to you with
concerns
• As supervisors, you are responsible to hear
employee’s concerns and address them
• Resources are available for guidance for areas of
uncertainty or to confirm you are providing the right
guidance
Managing Ethically and with Integrity
11
Supervisors as Ethical Role Models
• It is better to ask than proceed without certainty. When
in doubt, check it out
• Employees are protected against retaliation.
Managing Ethically and with Integrity
12
Ethical Decision Making Framework
Managing Ethically and with Integrity
13
Ethical Scenario One
As a new supervisor, one of your first assignments is to find a
vendor to procure services for supplies. You are working with the
Procurement Office to complete this assignment through a RFP
process. Your brother is in the supply business and has told you
he likely will bid on the RFP. You have great confidence that your
brother runs a good and competitive business and you trust he
would be a good choice, if he was to be awarded the contract fairly
through the RFP process.
Is there an ethical dilemma here?
What would you do to navigate it?
Managing Ethically and with Integrity
14
Ethical Scenario Two
You have an employee who has not completed an assignment
from you on time nor has alerted you that the assignment will be
late. You wait a few days and decide that something probably
came up and decide not to say anything. This employee is
sensitive to criticism and you would prefer not to say anything,
rather wait for the assignment to be submitted.
Is there an ethical dilemma here?
What would you do to navigate it?
Managing Ethically and with Integrity
15
Reporting Wrongdoing
Employees are expected to report suspected
wrongdoing
Employees are encouraged to report suspected
wrongdoing to their supervisor as a first contact
Employees can also report anonymously to the College
confidential reporting line, EthicsPoint
Supervisors are to address the concerns and escalate as
appropriate
Managing Ethically and with Integrity
16
Reporting Wrongdoing
For Guidance, see College Policy and Procedure:
• 31000 – Code of Ethics and Employee Conduct
• 61008 – Reporting Suspected Acts of Wrongdoing
• 39003 – Protection Against Retaliation
Managing Ethically and with Integrity
17
EthicsPoint Confidential Reporting Line
844-572-2198
www.montgomerycollege.
ethicspoint.com
Managing Ethically and with Integrity
18
Ethical Leadership
Ethical leadership involves acting ethically AND
leading ethically each and every time.
Thank You and Best Wishes with Your Team!
Navigating 3 Labor Contracts and MC Policies and Procedures
Meet the team:
Heather K. Pratt, JD
Director III
Carol Kliever
ELR Specialist
Elline S. Damirdjian
HR Specialist II
Labor Analyst
Santo Scrimenti, JD
Manager
Ways We Can Help
Complaint and Grievance Resolution
• If you have a conflict or a disagreement with another member of the
College Community, we can help you resolve it
Internal Investigations
• If you suspect a violation of Policy or Procedure, we can investigate.
Union Negotiations and Collaboration Committees
• We work with each union to help improve various aspects of working at
the College
Policy & Procedure
• Implementation, Enforcement, Interpretation, Reviews and Updates.
Exit Process
• Exit Interview, exit survey, exit clearance
Three Unions at MC
Managing For Optimal Performance
22
Human Resources Internal Consultant
• Carla Ammerman – Rockville Campus
• Ashley Roberts – Takoma Park/Silver Spring Campus
• Leslie Jones – Germantown Campus
Managing For Optimal Performance
23
Learning Outcomes
• Interpret and apply two key policies that support the
philosophy behind succeeding at MC and staying on track
with performance management.
Policy 31102 - Employee Responsibilities
Policy 36001 - Performance Evaluation and Employee
Development
Managing For Optimal Performance
24
Learning Outcomes
• Apply these policies:
6 Month Performance Evaluation
Annual Performance Evaluation
Rewarding Great Performance All Year
Managing For Optimal Performance
25
Policy 31102 Employee Responsibilities
This policy identifies employment-related responsibilities of
all Montgomery College employees.
Official College Policies and Procedures
Managing For Optimal Performance
26
Policy 36001 Performance Evaluation and
Employee Development
All College employees shall be evaluated in writing
and will participate in an in-person evaluation
meeting with his or her supervisor at least once a
year.
• Performance coaching meetings (in addition to the annual meeting)
should happen regularly throughout the year.
Managing For Optimal Performance
27
Policy 36001 Performance Evaluation and
Employee Development
• Written evaluations are completed to meet the following general
objectives of performance evaluation and employee development:
‒ Evaluations should be used to:
Keep employees informed of current job expectations, identify and
document changes in responsibilities.
Identify performance objectives to increase the effectiveness and
efficiency of the individual's job performance.
Managing For Optimal Performance
28
Policy 36001 Performance Evaluation and
Employee Development
‒ Evaluations should be used to:
Promote effective communication between employees and supervisors.
Provide a record of performance, pay increases, trainings/certifications,
awards, etc.
Managing For Optimal Performance
29
Policy 36001 Performance Evaluation and
Employee Development
“Coaching is unlocking a person’s potential to
maximize their own performance. It is helping
them to learn rather than teaching them.”
-John Whitmore in Coaching for Performance
• Helping an employee learn
• Communicating clear expectations
• Reinforcing the positive and celebrating
accomplishments
Managing For Optimal Performance
30
Policy 36001 Performance Evaluation and
Employee Development
Coaching Conversation:
‒ When: As soon as you notice that an employee needs to improve
performance.
‒ How often: Continuous coaching conversations should be held.
The supervisor should make a written record of each
conversation, and a copy should be given to the employee.
‒ What: Provide specific performance expectations/ requirements
for continued performance improvement
Managing For Optimal Performance
31
Policy 36001 Performance Evaluation and
Employee Development
The first staff evaluation:
Six Month Performance Evaluation
‒ One time evaluation after first 6 months on the job
‒ What is covered?
Performance expectations
Review of goals that were set during first week of employment
Managing For Optimal Performance
32
Policy 36001 Performance Evaluation and
Employee Development
The first staff evaluation:
Six Month Performance Evaluation
‒ One time evaluation after first 6 months on the job
‒ What is covered?
Recognition for what is going well
Recommended areas of improvement – gaps or weaknesses
Review of required training completion
Managing For Optimal Performance
33
Performance Management @ MC
• There are two steps in the performance management process:
‒ 6 month evaluation (HRICs involved-support)
With regular coaching meetings
‒ 12 month evaluation
Continued regular coaching meetings – even when
performance is strong.
Managing For Optimal Performance
34
Activity
Planning for First Performance Expectation Meeting - “Day
One”
Using Policies: 31102 and 36001 – Prepare expectations meetingfrom two different points of view.
‒ Group 1 – Prepare discussion points for a new employee.
‒ Group 2 – Prepare discussion as a new supervisor presenting to your
team.
Managing For Optimal Performance
35
Activity
• Create a discussion outline, including the following:
o Refer to policy 31102 Employee Responsibilities and apply to this
position to outline discussion
o Introduction to and review of the position description (PD) Explain
that the PD can, and most likely will change.
o Use PD to set expectations, include examples.
Managing For Optimal Performance
36
Activity
• Create a discussion outline, including the following:
o Establish a routine (bi-weekly) meeting(s) to address questions,
discuss performance.
o Let the employee/employees know that you will provide notes from
meetings in writing on occasion.
o Positive Reinforcements – since this is day one – a warm
welcome.
Managing For Optimal Performance
37
Rewarding Great Performance All Year
• Special Recognition Awards:
‒ $400 Note: cannot be given to any individual more than once per
fiscal year.
• Simple Thank You
‒ During a team meeting.
‒ A hand written note.
‒ Create a team certificate/award using on-line templates.
Managing For Optimal Performance
38
“You can complain that roses have thorns or you can rejoice that thorns have roses.”
—Tom Wilson
Managing For Optimal Performance
39
Thank you!
Managing Conflict in the Workplace
“Leaders do not avoid, repress, or deny conflict,
but rather see it as an opportunity.”
- Warren Bennis (scholar in leadership studies)
Managing Conflict in the Workplace
Learning Objectives
• Define conflict
• Recognize the positive aspects of conflict and the
negative effects of poorly managed or unresolved
conflict
• Understand why conflict management is part of
new supervisory training
• Identify common sources of conflict in the
workplace
Managing Conflict in the Workplace
Learning Objectives
• Understand how different styles respond to conflict
• Begin to explore tools and techniques for resolving
conflict
• Determine ways in which you can reduce or
prevent conflict in your role as supervisor
• Learn about MC resources to help with conflict
management
Managing Conflict in the Workplace
Defining Conflict
CONFLICT is...
Managing Conflict in the Workplace
Defining Conflict
The Merriam-Webster Dictionary defines conflict, in part,
as: “a fight, battle, or war,” as well as “competitive or
opposing action of incompatibles: antagonistic state or
action (as of divergent ideas, interest, or persons).”
Yet, conflict itself is neither negative nor positive
Instead, it is how well it is managed that accounts for
whether we perceive it to be good or bad
Managing Conflict in the Workplace
Defining Conflict
Conflict is often seen as a negative action or construct:
Managing Conflict in the Workplace
Negative Effects of Poorly Managed Conflict
Conflict is seen as negative when it is not managed
well and leads to…
Damaged relationships
Wasted resources (time,
energy, money)
Decreased employee
productivity
Decreased employee
engagement
Increased health problems
Damaged team and untrusting
culture
Increased stress and withdrawal
Increased absenteeism and
turnover
Managing Conflict in the Workplace
Negative Effects of Poorly Managed Conflict
Unmanaged Conflict Cycle
Source: Robinson, Jerry R. and Louis S. DiFonso. 1991. Conflict Management in Community Groups. University of Illinois Extension,
Urbana, Illinois.
Managing Conflict in the Workplace
Positive Aspects of Conflict
Conflict is seen as positive when it is managed well,
where it
Brings problems to light
Allows opportunity for
growth and learning
Helps bring people/work
team together
Brings about necessary
change
Improves communication
Increases creativity and problem-solving
Energizes people
Increases commitment to work
Improves workplace culture
Helps identify potential future leaders
Improves self-knowledge/awareness
Any others?
“Conflict is a place of possibility.” - Dana Caspersen (international conflict specialist, author, and performer)
Managing Conflict in the Workplace
Why is Conflict Management Part of New
Supervisor Orientation?There are many reasons, including:
Managing conflict is critical to your being successful in your new role as supervisor
- Your role is mainly to ensure the work environment runs smoothly and
employees work successfully in coordination with one another, regardless of
what else is going on
Learning to manage conflict in a timely, respectful, and effective way:
- Builds and strengthens relationships with individual employees and the team,
as a whole
- Helps resolve issues that are interfering with work productivity
Managing Conflict in the Workplace
Why is Conflict Management Part of New
Supervisor Orientation?
and including:
Grows the trust your employees have in you as their leader
Unaddressed and unresolved conflict in the workplace leads to decreased
morale, engagement and, workplace productivity
Conflict management is not something usual part of career/job training,
yet, once you are a supervisor, you are expected to be able to know how
to do it (with or without help)
Other ideas?
Managing Conflict in the Workplace
Why is Conflict Management Part of New
Supervisor Orientation?
Managing and navigating different kinds of workplace conflict are learnable skills
With will (desire) and skill (practice/learning), you will be able to acquire and master these important leadership abilities
Managing Conflict in the WorkplaceFive Common Sources of Conflict in the
WorkplaceSources Examples
1. Relationship Personality, style, conflict style,
thrown together and forced to get
along
2. Values Politics, religion, ethics, norms
3. Task How to get things done,
incompatible goals, divided
resources, perceived roles
4. Communication Tone, hierarchy/power structure,
amount/type/frequency, non-verbal
cues, level of engagement
5. Leadership Absent, uninformed, inconsistent,
unappreciative, ineffective conflict
styleSource: https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to Conflict
What is your conflict style? (Which column had the
highest number?)
I. Competing
II. Collaborating
III. Compromising
IV. Accommodating
V. Avoiding
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictTKI Conflict Handling Behavior Model
Source: http://www.genesofleadership.com/wp-content/uploads/2014/11/tki-interactive-graphic.gif.
Source: https://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictCompeting style: “My way or the highway” or “I am right,
you are wrong”
Creates classic win/lose situation
The party asserting strength and power wins the conflict
Creates a “loser”
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictCompeting style:
Source: Negotiation Styles: When to Use Which Style, document provided by Melissa Broderick, Ombudsperson, HMS/HSDM/HSPH.
Often Inappropriate When:
collaboration has not yet been attempted;
cooperation from others is important;
used routinely for most issues;
self-respect of others is needlessly diminished.
Often Appropriate When:
an emergency looms;
you are sure you are right, and being right matters more than preserving relationships;
a quick decision and action are needed;
when one’s position, authority, or rights are being challenged.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to Conflict
Collaborating style: “Two heads are better than one” or
“Let’s find a win/win solution”
Achieves win/win outcomes
Expands the range of possible options
Requires time and effort of those involved to work through difficulties
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to Conflict
Collaborating style:
Often Appropriate When:
the issues and relationship are both significant;
cooperation is important;
creative solutions are important;
reasonable hope exists to address concerns.
Often Inappropriate When:
time is short;
the issues are unimportant;
you’re over-loaded;
the goals of the other person are certainly wrong.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictCompromising style: “Let’s make a deal” or “Let’s meet
half way”
Everyone is expected to give up something to get to resolution
Minimally acceptable to all
Relationships are undamaged (in one way)
Less commitment to outcome
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictCompromising style:
Often Appropriate When:
Cooperation is important but time or resources are limited;
When finding some solution, even less than the best, is better than a complete stalemate;
When efforts to collaborate will be misunderstood as forced.
Often Inappropriate When:
finding the most creative solutions possible is essential;
when you can’t live with the consequences.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictAvoiding style: “Leave well enough alone” or “What
conflict?”
Parties seek to push conflict “under the rug”
Results in parties withdrawing from situation
Could create lose/lose situation, especially where there is no clearing of the air
Appearance of neutrality is maintained
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictAvoiding style:
Often Appropriate When:
the issue is trivial;
the relationship is insignificant;
time is short and a decision is not necessary;
you have little power but still wish to block the other person.
Often Inappropriate When:
you care about both the relationship and the issues involved;
used habitually for most issues;
negative feelings may linger;
others would benefit from caring.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictAccommodating style: “Kill them with kindness” or “You are right, and I am wrong”
Smooths over the conflict
Maintains harmony by acceding to the other party
One party might be fine, but often the other party is not
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictAccommodating style:
Often Appropriate When:
you really don’t care about the issue;
you are powerless but have no wish to block the other person;
when you realize you are wrong.
Often Inappropriate When:
you are likely to harbor resentment;
used habitually in order to gain acceptance;
when others wish to collaborate and will feel like enforcers if you accommodate.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to Conflict“If the only tool you have is a hammer, you tend to see each problem as a nail.”
- Abraham Maslow (20th century American psychologist)
--------------
Think about the options you have and what you can do to
influence a conflict outcome. Consider…
Your perspective on conflict and be aware of your natural/preferred conflict management style
How each conflict style might be suited to a particular situation
Trying out different styles (even though you will, at first, likely default to your preferred/natural style) in different conflict scenarios (or even the same scenario)
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to Conflict
Questions to ask yourself:
How important is my relationship to this person?
How important is the issue to me or to the team?
How much time do I/we have to deal with this issue?
How emotional am I feeling right now?
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond
to ConflictExercise:
Get ready to move around the room
If, for any reason, it is difficult for you to move, please stay seated and participate
from your spot
Select which style is most appropriate to use regarding the relative importance of the
issue and the relationship
Also, determine what the source of the conflict may be
- Relationships?
- Values?
- Task?
- Communication?
- Leadership?
- Other?
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving Conflict
Six (6) Steps in Interest-Based Relational (IBR) Approach to
Conflict Resolution
Step 1. Good relationships are the priority
Be respectful, patient, and courteous at all times
Be aware of and manage your own emotions and triggers
Pick up on feelings/emotional cues of others
Recognize that “perception is reality” for everyone involved
Source: Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without Giving In,
Penguin Books, 2011.
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving Conflict
Six (6) Steps in Interest-Based Relational (IBR) Approach to
Conflict Resolution
Step 2. Separate person from the problem
Real issues can then be debated without damaging relationships
Focus on actions, not intent; focus on work issues, not personalities
Source: Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without Giving In,
Penguin Books, 2011.
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving ConflictSix (6) Steps in Interest-based Relational (IBR) Approach to
Conflict Resolution
Step 3. Listen carefully to different interests (e.g., needs, wants,
hopes, perspectives, goals, or motivations) versus positions
Be genuine in wanting to listen and learn
Ask open-ended questions to clarify
Be open-minded to other perspectives
Actively listen (e.g., be fully focused on conversation, use feedback and
paraphrasing skills, do not interrupt)
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving ConflictSix (6) Steps in Interest-based Relational (IBR) Approach to
Conflict Resolution
Step 4. Listen first, talk second
Understand before being understood
Try to note and understand verbal and non-verbal communication in
speaker
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving ConflictSix (6) Steps in Interest-based Relational (IBR) Approach to
Conflict Resolution
Step 4. Listen first, talk second
Be mindful of your own language choices, tone, and body language
when describing your perspective of problem, needs, and concerns
‒ Use “I” statements – “I feel . . . when . . because . . . and I’d like. . .”
‒ Be clear and concise
Note any positives or any common ground, if genuine
Identify and acknowledge your contribution to the situation
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving Conflict
Six (6) Steps in Interest-based Relational (IBR) Approach to
Conflict Resolution
Step 5. Set out facts
Agree and establish observable facts, including what is the problem to
be solved
Step 6. Explore options together
Focus on interests
Stick to the facts
Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for
Resolving Conflict
Six (6) Steps in Interest-based Relational (IBR) Approach to
Conflict Resolution
Step 6. Explore options together
Take turns offering alternative solutions
Be nonjudgmental of others’ ideas
Examine the consequences of each solution
Goal is wise, efficient, and amicable outcome
Managing Conflict in the WorkplaceDetermine Ways to Reduce or Prevent
Conflict as SupervisorAs supervisor, you can also reduce conflict in your area by:
Setting a good example as a responsible and effective leader and worker
Communicating clear standards and directions
Setting ground rules for respectful communication
Providing clear and transparent rationales for your decisions
Making sure employees have both the training and resources to do their
jobs
Training your staff on conflict resolution
Source: Conflict Management Toolkit, University of Mary Washington, at:
https://www.slideserve.com/nevina/conflict-management-toolkit.
Managing Conflict in the WorkplaceDetermine Ways to Reduce Conflict as
SupervisorAs supervisor, you can also reduce conflict in your area by:
Getting to know your employees
Looking out for signs of conflicts/problems/changes in behavior
Addressing misconduct quickly to ensure issues are current and
anger/frustration does not fester
Treating employees fairly and equitably, applying rules consistently
Giving performance feedback regularly
Get advice from HRSTM if needed regarding disciplinary actions or crucial
conversations
Managing Conflict in the WorkplaceResources at MC to Help
You are never alone in handling conflict at MC
Managing Conflict in the WorkplaceResources at MC to Help
There are numerous resources at the College that can
help See Roadmap for Employees to Address Issues handout for
comprehensive list
You can always seek out:
- Your supervisor
- HRSTM (Internal consultant or employee and labor
relations)
- ELITE (for Crucial Conversations and other training)
- Office of the Ombuds
Managing Conflict in the WorkplaceResources at MC to Help
IOA Code of Ethics:
The Office of the Ombuds operates in accordance with the Office of the Ombuds Charter, Code of Ethics, and Standards of Conduct of the International Ombuds Association:
Voluntary
Confidential*
Impartial/Neutral
Informal
Independent
Managing Conflict in the WorkplaceResources at MC to Help
A general guideline about contacting the ombuds:
If you have an issue/problem/situation/question that is impeding your ability to work or lead effectively or productively
No matter how big or how small the problem is, it is always an appropriate time to reach out
Can get help with conflict coaching, facilitated conversations, and more
Managing Conflict in the WorkplaceQuick Recap
View conflict as an opportunity! Conflict, when managed well, can bring about many positive changes at work, including increased engagement, productivity, morale, connection, and success.
It is a critical part of your job as supervisor to learn and practice conflict management skills.
Be aware of your natural/preferred style of conflict and views on conflict, and see how your natural/preferred style and views can shape your initial response to the conflict at hand.
Choose your approach to each conflict thoughtfully, taking time to think about which of the five conflict styles would work best in any one particular conflict.
There are five main sources of workplace conflict, including relationships, values, tasks, communication, and leadership.
Use IBR to resolve conflict, including actively listening for understanding and focusing on interests versus positions.
There are things you can do to reduce conflict in your area, including treating employees fairly and respectfully, and clearly communicating rationales for decisions and clear standards.
You are not alone in dealing with conflict at MC. There are many resources you can seek support from, including the Office of the Ombuds.
Managing Conflict in the WorkplaceRecommended Reading
Brown, Brene, Dare to Lead, Random House, 2018.
Eddy, Bill, BIFF: Quick Responses to High-Conflict People, Their Personal Attacks, Hostile Email
and Social Media Meltdowns, HCI Press, 2011.
Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without
Giving In, Penguin Books, 2011.
Gentile, Mary C., Giving Voice To Values: How to Speak Your Mind When You Know What’s
Right, Yale University Press, 2010.
Goleman, Daniel, Emotional Intelligence, Bantam Books, 1995.
Lencioni, Patrick, The Five Dysfunctions of a Team, Jossey-Bass, 2002
Patterson, Kerry, Joseph Grenny, Ron McMillan, Al Switzler, Crucial Conversations: Tools for Talking
When Stakes Are High, McGraw-Hill, 2011.
Stone, Douglas and Sheila Heen, Thanks for the Feedback: The Science and Art of Receiving
Feedback Well, Penguin Books, 2015.
Stone, Douglas, Bruce Patton, and Sheila Heen, Difficult Conversations: How to Discuss What
Matters Most, Penguin Books, 2000.
Managing Conflict in the Workplace
Thank You and Best Wishes
with Your Team!
Developing Yourself and Your Team
Learning Outcomes
Name what types of professional development
training are available to supervisors and their staff
Know how to make use of the various types of
professional development, on and off campus
Understand the impact of training on the
supervisor’s unit
Developing Yourself and Your Team
ELITE Professional Development
Training
Cohort Programs
• Typically begin in fall and end in spring
• Closed group with classes designed to deepen
knowledge and skills in a specific area
• Certification of completion and permanent record at MC
Developing Yourself and Your Team
ELITE Professional Development
Training
Pathway Programs
• On-going individual classes in a specific area with open
registration opportunities.
• Certification possible if attend all classes
Developing Yourself and Your Team
Cohort Programs
Presidential Innovation Leadership Institute
Leadership Development Institute
MC Management
MC Supervisor Development Program
Tapestry
Grammar Skills Cohort
Dialogue Circles
* Program registration requires managerial approval
Developing Yourself and Your Team
Pathway Programs
Communication and Conflict
Equity and Inclusion
Customer Service
Change Management: The People Side
Effective Committees
Two New Programs for 2019
• Plus Side of Management – P.S. Management
• Civility
Developing Yourself and Your Team
Specialized Courses Offered
Throughout the Year
Crucial Conversations
Getting Things Done
In Their Own Voices – Part of MC Multiculturalism
Career Development
Specialized courses exist as part of Pathway Programs or
under other MC Categories of Learning
Developing Yourself and Your Team
MC Learns: Demo of How to Register for PD and Team
View
Developing Yourself and Your Team
Impact of Training on Your Unit
Supporting staff professional development
• Increased morale, motivation and effectiveness
Individual Professional Development Plan
• Career path planning
Performance Review
• Individual feedback
92
Thank You!HRSTM would like to thank you for your time and participation in attending our pilot of a Supervisor
Orientation.
A short survey will be sent to you. We value your feedback and look forward to your
comments/feedback. They will help us to enhance future supervisor orientations.
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