Supervisor-Skills-Reference-Guide

Recommendations

Info

PARTICIPATING IN PROBLEM SOLVING Whether it is you or your staff, problems solved well often have several people with special knowledge, skills, or abilities actively contributing. A poor process either does not invite them into the solution process or ignores them if they contribute. The more people involved, typically the better the solution with increased buy-in/ownership. It’s been said that “nobody has an ugly baby.” Therefore, make sure that this “baby” belongs to many people and they will fight to defend, not oppose, the solution. 1. Avoid tangents and focus on the problem. 2. Invite frequent ideas and offer your own (in that order). 3. Encourage others to challenge contributions, assumptions, and excuses for not continuing, i.e. “that won’t work, we tried that 6 years ago, the boss will never accept this.” 4. Agree on a plan of action. 5. Make sure that all participants have tasks within the plan to increase commitment. Source: Achieve Global Table of Contents 30
PROBLEM SOLUTION TYPES <strong>Supervisor</strong>s have ongoing personnel and operational challenges. There are five different types of solutions that should be considered, which allow for a range of responses. Each serves a purpose, allowing the supervisor to realize more success while better serving staff and the community. 1. Preventative solutions- issues/problems are anticipated, pro-activity occurs, experience suggests that certain things will occur and actions to prevent them are used. 2. Interim solutions- sometimes action on an issue/problem is needed now; a supervisor uses his/her best judgment based on knowledge and experience to put a temporary solution in place. 3. Adaptive solutions- some solutions do not have to “go back to the drawing board” but just require a tweaking of current practices. Table of Contents 31
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 and 18: INTERPERSONAL PRINCIPLES Supervisor
Page 19 and 20: DELEGATION You can’t do everythin
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: SOLVING PROBLEMS Not all problems l
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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?