Good Morning

Team Leading, Coaching, Supervision

and Appraisal

George Bush

In this session we can cover …

• Introductions

• Aims

• Share Experience

• Good and Bad

• Basic Principles of S & A

• Leadership V Management

Your aims?

Supervision and Appraisal

–Why Bother?

The point of appraisal is to achieve alignment between

organisational, team and individual goals

The point of supervision is three-fold: to support the

individual to achieve his or her goals, to measure progress

towards these and to help them become the best they can be

Performance!

• Improve Quality of Outcome

• Increase Motivation

• Get Buy - In

• Personal Development

Appraisal Principle 1: Be clear what you are trying to achieve

Organisational needs

• State the organisation’s needs?

• Describe how the team member can contribute?

• What should the person be doing more of?

• And less of?• NB: The organisation should

have great clarity of mission if this is to work

Individual needs

• Agree what has been achieved

• Agree ‘to what standard’• Help them understand the

team’s needs/goals and their own unique role, contribution and responsibilities

• Agree what support and resources are available

• Discuss their development/training needs

Principle 2: Be prepared• Copies of last year’s

goals/objectives/agreements

• Records and notes re: what has been achieved

• Any 360 degree feedback

• Brief all parties (no surprises!)

Principle 3: Get Organised

• What notes need to be made• Who signs what• Who keeps a copy of what• Agree dates for monthly

supervision into the forthcoming year

• Clear your diary for the appraisal meeting

Principle 4: Structure the Interview

• Make it timed• Introduction: Clarify purpose,

objectives, timing etc. Agree appraisal objectives.

• Review past year• Agree objectives for next year• Discuss longer term career

aspirations• Create Personal Development

Plan

Principle 5: Relax

• Bring dough-nuts

• Choose a comfortable

location

• Give them ‘control

choices’

Principle 6: Listen

Noam Chompsky

• Surface language

• Deep language

The trouble with listening

• We forget 50% of what we are told immediately!

• 95% within 24 hours

• What stops us listening property (consider with a partner)

What stops us from listening?

Why listening is difficult

• Distractions

• Lack of training

• Filtering

• Self absorbtion

Listening – Problem Behaviours:

Daydreaming Nit Picking

Micky taking Assuming

Waiting until they SHUT UP!

“True listening is an active pursuit designed to achieve full understanding regardless of the exact words spoken …

… sometimes in spite of the exact words spoken”

In fact we only listen when

• We are truly interested

• We have to

And so?

• We need to tune in

• We need to understand their motivation, feelings, desires, perceptions

• We need to dovetail our our outcomes and theirs

How to tune inHow to tune in

Qualify meaning

‘Mine’s a better way to do it’

‘in what way is it better?’

‘It was a very successful project’

‘how do you measure ‘success’’?

‘‘We need to be more productive’We need to be more productive’

‘‘How will we measure that, exactly?’How will we measure that, exactly?’

Deal with ‘universals’

• Look for ‘always’, ‘never’ or ‘all’ or

‘none’

Examples

She is responsible for the whole team and its actions

‘The whole team – and all of their actions?

Examples

‘They are all against the idea’

‘All of them?’

‘The whole idea?’

Have a go

‘We always support one another’

Have a go

‘Funders need more and more evaluation’

Have a go

‘She never notices the extra work that I do’

Have a go

‘they don’t show me any respect’

Have a go

‘I’m the only one who can do the job’

Have a go

‘The board don’t know how to manage’

Have a go

‘the staff team are very angry’

Examples

‘They are a really lazy bunch’

‘How do you know that everyone of them is lazy?’

Principle 7

Look for ‘payoff’

The Pareto Principle, or …

… the rule of 80/20

20%

80%

20%

80%

Activities

Results

Principle 8

Progress is about ‘small steps’

Quality

KaizenP; Left side main tire almost needs replacement

M: Left side main tire almost replaced.

P: Something loose in cockpit

M: Something tightened in cockpit

P: Evidence of leak on right side landing gear

M: Evidence removed

P: DME volume unbelievably loud

M: DME volume set to more believable level

P: Aircraft handles funny

P: Aircraft warned to straighten up, fly right, get serious

What your best boss knew, that your worst boss didn’t know…?

Name a famous

person you admire

Name a famous

person you admire

Name a famous person you admire

• Arts

• Science

• Religion

• Politics

• History

• Sport

• Business

Now think of ….

• A teacher or coach who helped you achieve

• A person who make you feel appreciated or

special

• A friend who helped you through a difficult time

• A person who taught you something worthwhile

Ambitious

Resolved

Patient

Courageous

Accountable

Humble

Knowledgeable

Honest

Caring

Competent

Intelligent

Mature

Supportive

Straightforward

Broad Minded

Inspiring

Independent

Dependable

Forward looking

Confident

Imaginative

Loyal

Cooperative

Fair

What leaders think is important

• Honest 87%• Competent 74%• Forward looking 67%• Inspiring 61%• Intelligent 46%• Fair 42%• Courageous 35%• Imaginative 32%• Dependable 31%

Plus 5 more ….

• Desire for continual

self improvement

• Ability to learn from mistakes

• Ability to take risks

• High emotional I.Q.

• Willingness to take

responsibility

Leadership v. Management

‘Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible deployment of people and other resources.’

Management Standards Centre

Vision Results

Leadership v. Management

‘Leadership is of the spirit, compounded of personality and vision; its practice is an art.

Management is of the mind, a matter of accurate calculation, of statistics, of methods, of timetables and routines; its practice is a science.

Managers are necessary. Leaders are essential’

Viscount Sir William Joseph Slim

In other words, leaders …

• Provide a vision

• Communicate that vision

• Inspire commitment

Whereas managers …

•Set targets

•Plan the steps

•Allocate resources

•Organise the people

•Control the process

•Measure progress

‘It is impossible to overestimate the importance of the leader to the high performing organisation. (In this survey) leadership was seen as the number one, and almost only, place to begin the journey from poor performance to high’

Brookings Institution Survey