Presented by Tina Tormey for RELI 2014 @tinatormey

Supervision is NOT an administrative function.

 

It is a relationship you foster & an environment you create.

But what does a supervisor

actually

DO?

Recruit Select Train Orient Evaluate Coach Delegate Support Motivate Celebrate Teach Inform Engage

Provide professional development Run meetings Run one-on-ones Terminate (hopefully not) Provide feedback Solicit feedback Check in Prepare staff Share context Foster relationships Set expectations Have difficult conversations Have presence (even when it’s in the background)

What do supervisors actually DO?

“New professionals have identified what they seek in their supervisors: structure, autonomy, frequent feedback, recognition of limitation, support, effective communication, consistency, role modeling & sponsorship (Winston & Hirt, 2003).”

Taken from Becoming Socialized in Student Affairs Administration

supervisor

supervisee

supervisee

supervisee

supervisor supervisee

•  Planning 1:1s •  Informal check ins •  Communication •  Follow-up •  Resources/referrals •  Recognition •  Knowing strengths &

challenges •  Feedback

•  Evaluations •  Difficult

conversations •  Creating

performance improvement plans

•  Trust •  Accountability •  Expectations

AKA: Investment in their success.

Planning meetings Communication Retreats Expectations

Explaining decisions, processes and context

Team development: trust, shared vision, accountability, attention to results

In-staff professional development & training Developing team connection

Dan Pink’s “Drive” RSA Animate Video

Click on slide to link to video.

So how do you create an environment that supports this concept while also being developmentally appropriate with your staff and providing the necessary supports?

Mastery Autonomy Purpose

Factors Impacting Autonomy q  Confidence  

q What  would  you  do  conversa4ons?    q  Posi4ve  feedback  

 q  Ability/Skill/Cogni4ve  ap4tude  

q  Addi4onal  training    q  Resource  Referral  

 q  AAtude      q  Drive  

Your Turn q  Review then discuss your “supervisees” strengths and

weaknesses.

q  Develop a professional development plan that maximizes strengths & addresses challenges. Things to consider: o  What campus resources and connections can benefit this staff

member? How can you integrate that without necessarily making extra work?

o  What additional training may be necessary? How will you give this staff member additional support for areas of challenge?

o  How can s/he wrangle his/her strengths to offset areas of weakness?

o  What professional involvement or goals will you recommend?

Review, discuss and have a compassionate conversation about it.

The Oreo Analogy

Book List

All will be listed on the book list distributed at the end of the institute.