Supervisor-Skills-Reference-Guide

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LEADING CHANGE While most major agency changes come from upper management, significant operational changes almost always are led by supervisors. They are closest to the work, know their people, and have a good sense of resources at hand. In some cases, however, changes at this level can still be resisted. There are ways to reduce the severity of the resistance with little damage to relationships or the work itself. 1. Describe WHY the change is needed and what specifically will change. 2. Seek reactions to the proposed change. 3. Clarify their misunderstandings or questions, acknowledge good points that are raised, and do not judge or dismiss things at this time. 4. Given what was said above, ask for ways to make the change go as smoothly as possible i.e., how to overcome the stated concerns. 5. Seek support and commitment from each individual. 6. Create a plan with monitoring and milestone analysis. Source: Achieve Global Table of Contents 52
BUILDING A CONSTRUCTIVE RELATIONSHIP WITH YOUR MANAGER <strong>Supervisor</strong>s are in a tough spot, “sandwiched” between their manager and the staff who report to them. Life certainly would be easier for a supervisor if there were less guessing about expectations, priorities, and imminent changes. A better relationship with a manager would reduce the guesswork while allowing the supervisor to be more direct with staff. 1. Confirm your beliefs about current priorities with your manager. 2. Ask for specific feedback on progress, concerns, or issues. 3. Ask the manager if his/her priorities are changing. 4. Determine how you and your staff can assist with any new priority. 5. Agree on any commitments and identify specific steps. Source: Achieve Global Table of Contents 53
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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 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: UNDERSTANDING CHANGE As a rule, any
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
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Supervisor-Skills-Reference-Guide

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