Supervisor-Skills-Reference-Guide

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BUILDING TRUST Trust is a critical supervisor commodity. People will not do the most routine tasks or take the least significant risks if they do not trust. Further, they will not follow when risks increase or their own instincts tell them that this is not a good idea. Too many supervisors undervalue words and deeds that undermine trust. They do not seem to recognize the damage done and how long-lasting that damage can be. 1. As much as possible, do the things you say you will do. 2. Do not over promise. 3. Do not do things that you did not first talk to people about if your action affects them. 4. Be aware that “history” is still alive and well within some people and they will surface it when it is useful to them (if you were “untrustworthy” 7 years ago, they still remember). 5. Some people naturally are somewhat suspicious until those suspicions are eliminated. You must actively work to eliminate these suspicions. 6. If you interfere in the ordinary and daily work of your staff, they believe that you don’t trust them and their abilities. Table of Contents 16
DELEGATION You can’t do everything. And you should not try. Your people have competencies, ambition, and incentives. Further, they all need to grow in a climate of success. Therefore, you need to delegate, including, at times, when you get a little nervous. After all, people gave you a chance to grow because at one time, you were not a supervisor. There is a rule of thumb on delegation. It is, “if another person can do the job as well as, or better, than you under current circumstances, DELEGATE. 1. Before delegating, ask yourself if the person understands what you are asking. 2. Simultaneously, ask yourself if they have the skills to do the task. 3. Next, determine if they will or won’t do what you are asking. Table of Contents 17
Page 1 and 2: Supervisor Skills Reference Guide Q
Page 3 and 4: Table of Contents RECRUITING.......
Page 5 and 6: EQUAL EMPLOYMENT OPPORTUNITY Superv
Page 7 and 8: APPLICANT TRACKING SYSTEM Advertisi
Page 9 and 10: What questions will be asked? By wh
Page 11 and 12: IMPERMISSIBLE INTERVIEW QUESTIONS W
Page 13 and 14: 5. Only when attracting and retaini
Page 15 and 16: 8. Avoid people who won’t ever do
Page 17: INTERPERSONAL PRINCIPLES Supervisor
Page 21 and 22: MOTIVATION How can you as a supervi
Page 23 and 24: MENTORING Supervisors have an oblig
Page 25 and 26: 11. Allowing people to demonstrate
Page 27 and 28: 4. Some expectations should challen
Page 29 and 30: COACHING FOR OPTIMAL PERFORMANCE Ma
Page 31 and 32: SOLVING PROBLEMS Not all problems l
Page 33 and 34: PROBLEM SOLUTION TYPES Supervisors
Page 35 and 36: MAKING DECISIONS It is one thing to
Page 37 and 38: mother-in-law moved in, they bought
Page 39 and 40: USING “KASH” TO IMPROVE THE TEA
Page 41 and 42: 5. Have both parties offer possible
Page 43 and 44: 5. Be clear about why the agreed-up
Page 45 and 46: PROGRESSIVE DISCIPLINE Progressive
Page 47 and 48: as a "heads up" about what is comin
Page 49 and 50: PREVENTING GRIEVANCES Grievances wi
Page 51 and 52: efore employees are often able to b
Page 53 and 54: UNDERSTANDING CHANGE As a rule, any
Page 55 and 56: BUILDING A CONSTRUCTIVE RELATIONSHI
Page 57 and 58: 5. Make the job bigger than the per
Page 59 and 60: Page 2 Organizational Information S
Page 61 and 62: Writing clear meaningful task state
Page 63: State of Maine Bureau of Human Reso

Supervisor-Skills-Reference-Guide

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