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Effective Supervisory Practices

Session Five:

The Great Communicator:

Team Building, Communicating,

Leading Change

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Meet your presenters

Michelle Poché Flaherty

City on a Hill Consulting

Mike Conduff

The Elim Group

ICMA Senior Advisor

Teambuilding

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Nested set principle

Start with the Biggest Possible Picture

Define success first

Trust

Conflict resolution

Commitment

Accountability

Outcomes focus

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Polling Question

In my municipality, unresolved conflict keeps us from being as successful as

we might otherwise be:

__Always

__Usually

__Occasionally

__Seldom

__Never

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Which stage is your team in?

Members come

together and

are uncertain

about the role of

the team

Team moves

forward to

accomplish

its objective

Cohesiveness

and

closeness

among

the team

members

Marked by conflict

and dissatisfaction

STAGE

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STAGE

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STAGE

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STAGE

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FORMING STORMING NORMING PERFORMING

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Team stage = Leadership style

Adaptability

VISIONARY COACHING AFFILIATIVE DEMOCRATIC

Performing Norming Storming Forming

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Team leader skills

Diagnosis

Adaptability

Empowerment

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Diagnosis

Keep your eyes and ears open!

How is the

group

interacting?

CONTENT

PROCESS

WHAT?

GOALS

HOW?

FUNCTIONS

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Let’s be clear! (What does that mean?)

Think blinker!

Team of leader

Leader of members

Members of members

Team behavioral

expectations

To infinity and beyond!

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Question orders until orders are given

Ask for opinions

Share opinions

Formulate plan

“What if”

Finalize

Explain

Execute

No lone rangers!

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Polling Question

In my municipality, employees trust that they can be honest and forthright in

questioning decisions:

__Always

__Usually

__Occasionally

__Seldom

__Never

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Seven steps

Organizational goals where do I fit?

Gift of information

team meetings

SMART – goals

Smarter together suggest solutions

Open/honest

Set standards

Embrace diversity

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The power of empowerment

Clear objectives

Clear boundaries

Great tools

Enrichment

Growth

Mentoring

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Supervisory Situation 7-1

Jack is a recent junior-college graduate and a newly hired

buyer in the county’s purchasing department. Brenda, the director of purchasing, has noticed that Jack keeps to himself

and doesn’t socialize with the other members of the staff. Jack

is quiet at staff meetings and seems to be most comfortable working by himself. Jack’s work is thoroughly researched and

presented in a concise and detailed format; however, Brenda is

uneasy about Jack’s lack of sociability. She has overheard members of her staff referring to him as unfriendly and stuck up.

Brenda believes that it is very important for her staff to share ideas and cooperate closely so that the purchasing

department can improve its service to the line departments.

Brenda is now wondering whether she made a mistake in hiring Jack because she isn’t sure he fits into her team.

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Polling Slide

How would you suggest that Brenda deal with Jack and the rest of her staff?

__ Let him go while he’s on probation

__ Send him to Michelle’s course

__ Encourage the team to reach out

__ Accept that he may be a loner

__ Coach him on the value of teamwork

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Supervisory Situation 7-2 Traditionally, the storm water drainage department has had the poorest safety

record in the government and the highest incidence of citizen complaints about

appearance, attitude, and performance. The new department head recently

called the front-line supervisors together and laid down the following challenge:

“We’ve got to do something about our department to improve both our safety record and our image with the citizens. I’ll admit that we face a lot of challenges

because of the nature of our work, but I believe we can do better. Now, I’ll let you

have first crack at coming up with recommended changes. If I don’t think your

recommendations will do the job, I’ll be forced to take some further action.”

Over the next several weeks, the supervisors spent a lot of time on the problem

and came up with the following recommendations:

• New uniforms and safety equipment for the crews

• Construction of a new washroom with showers and lockers

• Air-conditioning and a new paint job for all vehicles

• Regular training in safety and public relations

• Replacement of obsolete and damaged tools.

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Polling Question

Do you think the solutions offered by the supervisors will resolve the

problems?

__Yes

__No

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Polling Question

Would you talk to the employees to get their ideas and suggestions?

__Yes

__No

Communicating

with the team

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Communicating with the team

Key concepts:

Non-

verbals

Barriers

Feedback loop

Active

listening

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Communication

Dr. Albert Mehrabian, a UCLA professor,

found that communication effectiveness

depends:

15% on the words

20% on the tone of voice

65% on body language

words

15%

tone

20%

body

65%

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Polling Question

When you get home in the evening, how long does it take you to know what mood

your significant other is in?

__A nano second

__A minute or two

__After a long chat

__Who cares, this is about me!

__Never

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Polling Question

When you get to work in the morning, how long does it take you to know what mood

your supervisor is in?

__A nano second

__A minute or two

__After a long chat

__While watching them cross the parking lot!

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Stimulus/Response

Pause before reacting

Reflect on the “what” and “why” of feelings

Choose the appropriate thought and respond appropriately

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My favorite questions:

How do you mean?

Will you say

more about that?

Help me understand?

So, I think I hear you saying?

Do I have that right?

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Perhaps the most important thing you do!

80% Rule

65% Non-verbal

Two-way (at least) Street

Diversity challenges

Active listening

Feedback loop

Always responsible

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Great teams practice

Important presentations

Opportunity for growth

Next-gen development

Anticipate questions and

formulate responses

Have some fun!

Leading Change

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Why is change hard?

“Relax, honey – change is good!”

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Is resistance to change logical?

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First rule of leading change

Resistance is, pretty much, inevitable.

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Polling Question

Think of a change that you resisted. What kind of security/stability did you

stand to lose?

__Financial

__Social

__Professional

__Personal

__Physical

__Other

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The long journey to change

Da

ng

er

Zo

ne

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The key

Meet them where they are.

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WHY before HOW

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WHY they should make the change

• What’s in it for them?

• Effective communication of a

compelling vision

• Executive support

• Coaching

• Access to information

• Positive consequences

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HOW they can make the change

• Training and education

• Job aides (checklists, templates, etc.)

• Coaching and mentoring

• Peer groups or buddies

• Access to subject matter experts

• Performance monitoring

• Practice while learning

• Make it easy and fun

• Keep repeating the “why”

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Keep the change alive

• Celebrations and recognition

• Ask for feedback

• Performance monitoring

• Rewards for doing it

• Accountability for not doing it

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Let’s learn together!

What questions do you have for us?

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Thank You!

Questions: Michelle Flaherty

michelle@cityonahillconsulting.com

Mike Conduff

mike.conduff@theelimgroup.com