Supervisor

Skills for SuccessPresented by

Alberta Arens

Professional Development Educator

The Charlotte Hungerford Hospital

Management Development Series

Administrative Skills Communication Skills Interpersonal Skills Leadership Skills Motivational Skills Organizational Knowledge Organizational Strategy Skills Self Management Skills Thinking Skills

The Role of the Supervisor

Planning activities, hours, scheduling Providing leadership and direction Managing or supervising others to make sure

work gets done Taking responsibility for the performance of

the people working for you

Traits of a Supervisor

Patience Tolerance Sensitivity Empathy Punctuality Decisiveness

Self CheckGive yourself 3 points for each Always, 2 for each

Sometimes, and a 1 for each Never

Always Sometimes Never

I feel comfortable communicating with my employees

I keep an open mind with making decisions that will affect my employees

I am sensitive to cultural differences

I am patient with employees when they are learning a new procedure

I keep an open mind when making decisions that will affect my employees

10-15 successful, 8-10 average, below 8 you have work ahead of you

Leadership Skills

Confidence in your own ability Good communication skills Ability to make decisions Trust in your employees to do the job Desire to develop skills in others Comfortable in giving direction to others Ability to motivate people

Title or position provides leadership . . . But they don’t guarantee leadership skills

Impediments To Success

Too may goals Lack of priorities Incomplete projects Lack of confidence Others. . .

Development First

Focus on priorities Implement something everyday Reflect on what happens Seek Feedback and support Transfer learning into next steps

Self CheckGive yourself 3 points for each Always, 2 for each

Sometimes, and a 1 for each Never

Always Sometimes Never

I write a list of personal and business goals and keep it updated

I keep my goals prioritized in order of importance so I know where I am headed

I focus on developing the skills of my employees

When I make a decision, I think about its implications

I use a variety of training methods to teach my employees new tasks.

10-15 successful, 8-10 average, below 8 you have work ahead of you

Focus on Your Priorities

Analyze Your Skills Portfolio Determine Your Goals Create a Plan

Implement Something Every Day

Continuous Process Stretch your comfort

zone Take intelligent risks

Reflect on What Happens

Get feedback from others Compare your actual accomplishments with

the objective in your plan Discuss your development and progress with

your manager Keep a log Congratulate yourself

Seek Feedback and Support

Continuous process of feedback and involvement of others

Get help from others

Transfer Learning into Next Steps

Adapt and plan for continued learning Seek experience Pursue learning Teach others Analyze the barriers to your development and

work to remove them

Getting Started

Determine personal and business goals for one year period

Determine resources for reaching those goals Break down and prioritize your objectives Get support for your goals from your employees

and superiors Make decisions and implement plans to reach your

goals

Establish Plans

Developing General Planning Skills

Improving Your Planning Skills.

General Planning Skills

What is The Charlotte Hungerford Hospital’s vision

What does that mean for me and my department

What are the future opportunities What talents and resources will I need to

accomplish my part

The Charlotte Hungerford Hospital

Mission: As a regional health care provider, the primary mission of the Charlotte Hungerford Hospital is to provide quality, compassionate, and cost effective healthcare that continually meets and exceeds the needs of our Northwest Connecticut Community

The Charlotte Hungerford Hospital

Vision: The Charlotte Hungerford Hospital Health Care System is the Northwest Connecticut leader and innovator in quality health care, and is recognized as a resource of health care value in the communities.

The Charlotte Hungerford Hospital

Values: Recognizing the worth and dignity of every human being, we fulfill our mission through the expression of the following core values that are rooted in our history: defining workers, colleagues, and community we serve without regard to ethnic or cultural differences, spiritual belief, or lifestyle choices. We believe it is also our duty, while providing quality care to our patients, to comply with all laws that govern our business and to treat each person in an honest and fair manner.

Getting Started

What are your long-range personal goals What are the business goals of the hospital

Personal Goals

Own my home Have a family Buy a new car Advance within the company Earn more money Have more prestige Other(s)

Business Goals

What Are the Business Goals for My Department and for Me, as a New Supervisor Earn the respect of my employees Eliminate problem situations Assert my authority Contribute great new ideas Change procedures and methods Convince top management of department’s values

and contribution Others

An Effective Action Plan

Ensure your group's goals and your own “mesh” with the goals of the organization

Prioritize Define goals & roles Determine key results Develop objectives to measure success Be flexible

4 Step Process of Development

Identify department objective Create your plan Review your plan with your manager Organize and monitor work

Assessing Resource Needs

Budget on target List resources needed to implement project Time line Human resources needs Be Realistic Measure & monitor productivity

Making Plans That Are Realistic

Reality Checks What can go wrong Keep track of the overall picture Contribution by groups involved

Improving Your Planning Skills

Use target dates Delegate responsibility Request status reports Monitor progress Adjust plans when necessary

Balancing Act

Keep a logPrioritize80/20 rule

Employee Involvement

List all individuals who can help and also those individuals who are affected

Incorporate their ideas if possible Review your plan with each individual Explain how employee piece of the plan fits

into the overall picture

Structure & Staff

Developing an effective structure Staffing effectively Recruiting employees

Developing an Effective Structure

An organization’s structure needs to be dynamic. What worked well may no longer serve the needs

of the organization or its customers.

Improving the Span of Control

Do you supervise too many or too few people

To what extent do you feel that your manager supervises too many or too few people to be efficient and effective?

Staffing Effectively

Staffing your team with competent people Know the job that you are hiring for Know the kinds of employees who are successful for

CHH Enlist the assistance of your best performers in recruiting Ask trusted, competent people to make referrals Look for talent inside CHH Be willing to invest the training time

Staffing Effectively

Building a Team Define team Analyze the mix Develop staff to meet needs Don’t hire in your own image

Staffing Effectively

Matching Individual to Jobs Identify the signs of poor matches Review poor matches in the past Look for a pattern Develop strategies

Staffing Effectively

Anticipate Long Term Staffing Needs

Time Management

Do you find your workload over-whelming?

Does it feel like you’re always behind on projects?

Are things falling through the cracks and not getting done?

Time ManagementMyths

Being busy is being productive Efficiency is effectiveness An open-door policy works best

Getting Control

Identify major time wasters Prioritize your work Create your own priority plan

Time Wasters

No priorities Doing too many things at once Too much attention to detail of other people’s work Too many meetings Meetings run too long Procrastination Solving employees’ personal problems Long phone conversations Doing other peoples work

Prioritizing

Determine what projects are important Use a time log

To determine how you are spending your days

Improving your Time Management

Make to-do lists in order of priority Plan what you’re going to a day ahead Plan telephone calls in advance Plan meetings in advance Evaluate your time management Look at your personal list of major time

wasters

Interruptions

Reducing Excessive Interruptions

Reasons for Interruptions Possible solutions

People stop by to socialize; they interrupt me because of my accessibility

Decrease my accessibility. Close my office door when I don’t want to be interrupted. Establish set times when I am available for impromptu talks

Individuals are insecure about making decisions on their own because of lack of experience or confidence, so they come to me more often than necessary

Establish programs to help these individuals develop their skills and increase their confidence

People who could make decisions on their own are coming to me for approval

Delegate more authority. Analyze the topics discussed during the interruptions to determine which areas could be delegated

People have questions about coordination of staff members’ duties

Schedule more frequent staff meetings

People lack information Establish a better means of disseminating information with better project plans, more informational memos, and more discussion at staff meetings

Implementing Your Development Plan

Spending time each day on your development Seize on the job development opportunities Involve others Seek honest feedback Eliminate defensiveness Overcome barriers to development Monitor your progress Reflect on what you’ve learned Transfer learning into the next step

And the Award Goes To. . . .

Reference

Mancini, Marc, Time management, McGraw-Hill, 1994

Tepper, Bruce B., The New Supervisor: Skills for Success, McGraw-Hill 1994