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The supervisor’s toolkit – handoutsTime managementMany workers feel that there are not enough hoursin the day to complete all that is required of them.However, sometimes there is a lot of time during theday that is not used effectively. Effectively managingyour time means focusing on what is important andtaking responsibility for eliminating or controlling thefactors that waste your time.Sometimes the demands on your time during theworking day may feel as if they are outside of yourcontrol but you may have much more control thanyou think. For example, you can’t control whether ornot the phone rings or whether a demanding colleagueinterrupts you but you can manage your responsesto minimise the impact of interruptions. It is easierto influence things over which you believe you havecontrol than things which you believe are externalto you and outside of your control.Start by thinking about what wastes your time.Think about a typical day at your work. Make a list ofall the things which occupy your day and be as specificas you can.The next step is to try and reduce unproductive time.Unproductive time is the time you spend doing thingswhich do not contribute to the achievement of goals.Ask yourself:1.What can be eliminated?Organise the daily tasks you listed into the followingthree categories:A. What I must doB. What I should doC. What I choose to doSimply write the appropriate letter against each item.The items with a B or C are potentially tasks you caneliminate. Now ask yourself, “For each of these tasks,what would happen if it were not done?” Be ruthless,don’t be emotional, be cold and critical. Many tasksmasquerade as important because of who asksfor them, their deadline, their tradition etc.2. What can be delegated?Delegation is not just simply passing the buck.It involves sharing work and responsibility to developeveryone in the team. The person who says “Yes”to everything is not effective. You should learn to shareresponsibility and then leave it with the personto whom you delegated the task.3. What can be simplified?Some tasks can be simplified by introducing automatedsystems, e.g. through using statistical software,databases, mailing lists and merge documents.You can also consider breaking tasks into smaller partsso that you can more effectively use smaller periodsof available time to work towards task completion.Consider whether your standards are too high andwhether you are just doing it that way becauseof tradition rather than because it is an efficient wayto complete the task.Make a commitment to yourself that “From now onI am going to make better use of my time.”106 <strong>HETI</strong> The Superguide FIRST EDITION
Smart goalsSpecificGoal must be well defined, clear and unambiguous• What do you want to accomplish?• Why?• Who will be involved?• Where will it occur?The supervisor’s toolkit – handoutsMeasurableAchievableRelevantTimelyDefine a criterion for measuring progress toward the goal• How much?• How many?• How will you know when you have reached your goal?Goal must be achievable• How will your goal be achieved?• What are some of the constraints you may face in trying to achievethis goal?Goal needs to be relevant• How does the goal fit with your immediate and long term plan?• How is it consistent with other goals you have?Goal should be grounded within a timeframe• What can you do in six months from now?• What can you do in six weeks from now?• What can you do today?FIRST EDITION<strong>HETI</strong> The Superguide107
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The Superguidea guide for supervisi
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The Superguidea guide for supervisi
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ForewordClinical supervision is ess
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ContentsContentsForeword...........
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Who this guide is forWho this guide
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The scope of clinical supervisionIn
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Throughout this guide, you will fin
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part oneWhat is clinicalsupervision
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Clinical supervision facilitates:
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Voices fromthe fieldFor me, clinica
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Governance and clinicalsupervisionI
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Peer supervisionPeer supervision is
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Supervision in rural andremote sett
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part twoEffective clinicalsupervisi
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Voices fromthe fieldWhen we take on
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Barriers to effectivesupervisionIt
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Responsibilities of the superviseeW
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part threeThe educational role“Pu
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Promoting a culture of lifelong lea
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Top ten tips for the teaching super
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Developing skills in teaching and e
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Beyond the basicsThe educational ro
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What constitutes effective clinical
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Developing clinical skillsTips for
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SNAPPSSNAPPS is a learner-centred m
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Case study: Teaching in the presenc
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Teaching usingthe treatment planWel
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Beyond the basicsEven the simplest
Page 57 and 58: part fourThe supportive roleThe sup
Page 59 and 60: Tips to foster engagement of the su
Page 61 and 62: Common challenges for supervisorsTh
Page 63 and 64: Managing a supervisee in difficulty
Page 65 and 66: Steps in a crucial conversationThe
Page 67 and 68: The supportive roleAsk their storyB
Page 69 and 70: Step three: Conduct the conversatio
Page 71 and 72: part fiveThe administrative role“
Page 73 and 74: Managing clinical staffKey tasksThe
Page 75 and 76: Checklist for orientation:Orientati
Page 77 and 78: Mentors, coaches and buddiesThe adm
Page 79 and 80: part sixThe supervisor’stoolkit-
Page 81 and 82: Establishing the supervisory relati
Page 83 and 84: Supervision contractAn effective wa
Page 85 and 86: Evaluating supervisionIt is importa
Page 87 and 88: A key concept: hands-on, hands-offA
Page 89 and 90: Risk managementFrom time to time, p
Page 91 and 92: Communication skillsNon-verbal comm
Page 93 and 94: Reflective practiceWhen reflection
Page 95 and 96: AnalysisWhat sense can you make out
Page 97 and 98: Providing feedbackConsequences of a
Page 99 and 100: Path oneYou note that Robert is act
Page 101 and 102: Examples of SMART goalsTime and wor
Page 103 and 104: Fostering interprofessional collabo
Page 107: Non-verbal communicationNon-verbal
Page 111 and 112: Stress managementStress is the “w
Page 115 and 116: Supervision contract *This supervis
Page 117 and 118: Clinical supervision agreementDate
Page 119 and 120: Supervision session recordPresent:A
Page 121 and 122: Supervision logSupervisor:Supervise
Page 123 and 124: Supervision feedback formThis form
Page 125 and 126: SMART goal templateSMART goals need
Page 127 and 128: Problem solving templateStep 1: Def
Page 129 and 130: Reflective practice templateDescrip
Page 131 and 132: Agenda template exampleAgenda struc
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