Expanding role of supervisor mar2014 cement

Leadership Training Workshop

Leahcim Semaj 1

The JobBank Presents

oThe Expanding

Role of The

oThe Expanding

Role of The

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Role of The

Supervisor

Role of The

Supervisor

March 2014

ActivitiesSTARToCard SortB Al t

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oB - Alert

The Crisis in Management

oSupervisoras

oSupervisor as


as Prefect

as Headman

The Traditional Responsibilities The Traditional Responsibilities of The Supervisorof The Supervisor

1.1. Scheduling and tracking progressScheduling and tracking progress2.2. Teaching new skillsTeaching new skills33 E l ti l fE l ti l f

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3.3. Evaluating employee performanceEvaluating employee performance4.4. Enforcing work rules and safety Enforcing work rules and safety

policiespolicies5.5. Selecting personnelSelecting personnel

The Supervisor is Now Responsible The Supervisor is Now Responsible for Ensuring Total Qualityfor Ensuring Total Quality

ooService that Service that exceeds exceeds customerscustomers

oo CONTINUOUS CONTINUOUS IMPROVEMENTIMPROVEMENT

oo EMPLOYEEEMPLOYEE


customers customers expectationexpectation

oo EMPLOYEE EMPLOYEE INVOLVEMENTINVOLVEMENT

oo CUSTOMER FOCUSCUSTOMER FOCUSoo MEASUREMENTMEASUREMENT

The Expanding Role Of The The Expanding Role Of The SupervisorSupervisor

1.1. Developing teamworkDeveloping teamwork2.2. Encouraging continuous Encouraging continuous

improvementimprovement


3.3. Encouraging employee involvementEncouraging employee involvement4.4. Customer focusCustomer focus5.5. MeasurementMeasurement


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Role ConflictRole ConflictooTraditional Traditional

rolesroles


ooNew New rolesroles

Contrasting The RolesContrasting The RolesEXPANDEDEXPANDED

oo Developing teamworkDeveloping teamworkoo Encouraging Encouraging

continuous continuous improvementimprovement

TRADITIONALTRADITIONALoo Scheduling and Scheduling and

tracking progresstracking progressoo Teaching new skillsTeaching new skillsoo Evaluating employee Evaluating employee


oo Encouraging Encouraging employee employee involvementinvolvement

oo Customer focusCustomer focusoo MeasurementMeasurement

oo a uat g e p oyeea uat g e p oyeeperformanceperformance

oo Enforcing work rules Enforcing work rules and safety policiesand safety policies

oo Selecting personnelSelecting personnel

Exercise #1Exercise #1

ooList the most serious List the most serious difficulties you encounter difficulties you encounter when fulfilling a supervisor'swhen fulfilling a supervisor's


when fulfilling a supervisor s when fulfilling a supervisor s rolerole

Exercise #2Exercise #2ooList 3 situation or circumstances List 3 situation or circumstances

in which in which adversarial attitudes adversarial attitudes between supervisors andbetween supervisors and


between supervisors and between supervisors and subordinates subordinates have negatively have negatively affected performance in your affected performance in your organizationorganization

Does a Good Leader Have To Be Tough?

Deepak ChopraFebruary 12 2014

https://www.deepakchopra.com/blog/view/1467/does_a_good_leader_have_to_be_tough?

In modern business and government,

o leaders are expected to behave in a peculiar way.

o Success depends on adopting the d l f fmodel of warfare.

o To describe someone as tough, ruthless, • a winner in the battle for supremacy • these are compliments.


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We've become used to toughness as a desirable attribute for success.

o What's peculiar about this is that the same warriors, if they are normal people, don't apply the war model to their personal lifeto their personal life. • "I love you, Daddy, because you're so

ruthless with me" o isn't something a young child would

say.

I realize that there are successful people

o traditionally men • who exude toughness in every aspect

of their lives. o But the real question is whether

toughness actually produces success• or whether the war model is actually

ineffective.

Do you have to make yourself tough if you want to be a leader?

o Each of us has natural tendencies that we can b ild idbuild upon or avoid•the choice is ours.

Here are the positives and negatives of a tough leadership style,

owhich are well worth considering in your own

thcareer path.

Positives:

1. Toughness provides sharp focus.2. You quickly know who is an ally and who is an

enemy/rival.3. You can use intimidation as a competitive tactic.4. If people fear you, they will respect you.5. Weaker people will submit to your will.6. Time isn't wasted making friends - what counts are

results.7. You will be labeled a winner in the eyes of other

warrior types.8. You won't have a guilty conscience about hurting

others - this is war, after all.

Negatives:1. Other warriors will gun for you.2. Loyalty based on intimidation can't be trusted.3. Setbacks will be labeled as defeats.4. Tough minds are generally closed minds.4. Tough minds are generally closed minds.5. Constant vigilance is called for, since everyone

is a potential enemy.6. The lack of friends eliminates the possibility

for personal connections.7. Tough leadership generally thrives only in an

atmosphere of crisis.


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There's a long tradition

o of ignoring the downside of toughness and overvaluing the upside. N t i l t h l oNotoriously tough generals like Patton were not as effective in WW II as a conciliator like Eisenhower, for example.

The attitude of "you're either for me or against me"

othat is the code of tough leaders is quickly interpreted by others as • "This is all about me " • This is all about me,

oand that is the opposite of how good leadership works.

oGood leadership is about fulfilling the needs of those you manage and oversee.

The bottom line,

o is whether you view life - and business, which is part of life - as a battle.

o Many people do. y p po They deeply believe that success requires

constant struggle against the odds. o There is little joy in such a worldview;

• at its worst, it is soul-killing.

As you consider what kind of leader to become,

o it's valuable to know that there are workable alternatives to toughness • not the opposite, which is to be soft. ot t e oppos te, c s to be so t

o An entirely different model takes you out of the hard-soft, tough-weak scheme.

The model I have in mind

obreaks needs down into a hierarchy,

owhere the leader owhere the leader examines the kind of need the situation presents •and then adapts the tactics that fit that need.

There are 7 basic needs a leader must confront

1. Safety and security. • When people don't feel safe, your tactic

should focus of reassurance, providing security, pushing back against threats, and security, pushing back against threats, and bringing a dangerous crisis to a safe conclusion.

2. Achievement and accomplishment. • When people crave material success, your

tactic should focus on rewards for good work, effective competition, and providing an avenue to personal success.


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There are 7 basic needs a leader must confront3. Community and cooperation.

• When success depends upon a group effort, your tactic should focus on loyalty, forming alliances, establishing esprit de corps, and creating a work atmosphere where every creating a work atmosphere where every member can make a contribution.

4. Being understood and valued. • When people are being asked to push to the

limit, your tactic should focus on appreciation, bonding at the personal level, showing that you care ,understand, and listen.

There are 7 basic needs a leader must confront5. Creativity and discovery.

• When a situation calls for creative breakthroughs, your tactic should focus on giving everyone free time and an open space, tearing down barriers between workers and managers, and opening the door to many viewpoints and approaches.door to many viewpoints and approaches.

6. Inspiration and values. • When people need to feel inspired by the challenges

that lie ahead, you can't adopt a tactic. • Inspiration comes by living the values you preach,

making yourself a beacon of light for others to admire and follow.

There are 7 basic needs a leader must confront

o 7. Higher purpose and enlightenment. • Finally, there is the deep need to feel

an allegiance to God or a spiritual goal that will bring fulfillment to the g gsoul.

• You can't plan in advance to fill this need.

• If you are called on, there will be a transformation within yourself.

In this model of leadership,

o toughness is only one of many qualities that a leader must possess.

o No one can expect to be a universal leader; • situations change, and when they do,

specific leaders rise to meet the challenge.

o But you will hold an enormous advantage if you have seen the whole landscape.

Life is unpredictable,

oand chaining yourself to toughness as your only response is a narrow strategyis a narrow strategy,

oone that may succeed in a crisis while failing miserably in many other areas.

The Next Level4 Management Styles

Low Task

High Relationship

High Task

High Relationship

INFLUENCE


COLLABORATION INFLUENCEHigh Task

Low Relationship

DIRECTION

Low Task

Low Relationship

DELEGATION


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InfluenceInfluence--style Managementstyle Management

oo InfluenceInfluence--style management requires style management requires good communication skills good communication skills

oo This may require practice, courage, and This may require practice, courage, and d t i tid t i ti

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determination, determination, •• but social skills can be learned but social skills can be learned

oo You need not be a charismatic charmer to You need not be a charismatic charmer to be successful, you need only have the be successful, you need only have the ability to communicate clearly, directly, ability to communicate clearly, directly, and courteouslyand courteously

Other Styles of ManagementOther Styles of Management

DirectionDirectionoo DirectionDirection--style leaders are high in task style leaders are high in task

behavior: behavior:


be a obe a ooo They make assignments, set deadlines They make assignments, set deadlines

and' goals, and monitor progress and' goals, and monitor progress oo But they're low in relationship But they're low in relationship

behaviorbehavior

Direction Style ManagementDirection Style Management

oo Input from employees isn't expected Input from employees isn't expected or encouraged or encouraged

oo Typically, directionTypically, direction--style managers style managers


yp y,yp y, y gy gdon't develop personal relationships don't develop personal relationships with team members, with team members, •• and little of their time is spent nurturing and little of their time is spent nurturing

employees or building morale employees or building morale

DirectionDirection--Style leadersStyle leaders

oo Use performanceUse performance--based rewards and based rewards and penalties to motivate their team memberspenalties to motivate their team members

oo The focus always stays on the task at The focus always stays on the task at hand and the deadline far accomplishing ithand and the deadline far accomplishing it


hand and the deadline far accomplishing ithand and the deadline far accomplishing itoo This style is most effective when working This style is most effective when working

with unskilled workers and is sometimes with unskilled workers and is sometimes essential when workers are poorly essential when workers are poorly motivatedmotivated

CollaborationCollaborationoo CollaborationCollaboration--stylestyle managers are low managers are low

in task behavior and high in relationship in task behavior and high in relationship behaviorbehavior

oo They encourage employee developmentThey encourage employee development


oo They encourage employee development They encourage employee development and training, provide emotional support, and training, provide emotional support, and work to maintain a positive working and work to maintain a positive working environmentenvironment

oo But they rarely assign tasks or monitor But they rarely assign tasks or monitor their progress their progress

CollaborationCollaborationoo They give broad assignments and They give broad assignments and

delegate responsibility for carrying delegate responsibility for carrying out those assignments out those assignments

oo This style is most effective whenThis style is most effective when


oo This style is most effective when This style is most effective when working with highly skilled working with highly skilled employees, employees, •• especially when morale improvement is especially when morale improvement is

desireddesired


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DelegationDelegationoo DelegationDelegation--style leaders style leaders are low in are low in

both task and relationship behaviorboth task and relationship behavioroo They rely on others to set specific goals, They rely on others to set specific goals,

k d i i d ti t d itk d i i d ti t d it


make decisions, and motivate and monitor make decisions, and motivate and monitor team membersteam members

oo They set strategies and assign areas of They set strategies and assign areas of responsibilitiesresponsibilities

DelegationDelegationoo They expect their employees to They expect their employees to

generate solutionsgenerate solutionsoo This style of management is most This style of management is most


oo This style of management is most This style of management is most effective when used with highly effective when used with highly skilled, highly motivated professionals skilled, highly motivated professionals who are goalwho are goal--orientedoriented

Principles of InfluencePrinciples of Influence

oo Influence requires that you Influence requires that you merge taskmerge task--monitoring monitoring behaviors withbehaviors with


behaviors with behaviors with relationshiprelationship--building building behaviorsbehaviors

oo There are 3 guiding There are 3 guiding principlesprinciples

Involvement Over SurveillanceInvolvement Over Surveillance

oo As a manager, you have As a manager, you have a right and responsibility a right and responsibility to stay informed of your to stay informed of your

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employees' work; employees' work; •• yet employees often find yet employees often find

constant surveillance constant surveillance threatening or demeaningthreatening or demeaning

The implicit message of The implicit message of surveillancesurveillance

oo is that that the manager expects is that that the manager expects employees not to perform if not employees not to perform if not watchedwatched


watchedwatchedoo As an alternative to surveillance, As an alternative to surveillance,

managers can stay informed of work managers can stay informed of work progress by maintaining involvement progress by maintaining involvement in the work processin the work process

suggestions for establishing suggestions for establishing involvement:involvement:

oo Offer help: Offer help: oo Rather than trying to catch employees in Rather than trying to catch employees in

mistakes, mistakes,


,,•• try to help your employee do his or her try to help your employee do his or her

work better and fasterwork better and fasteroo Give suggestions for improvement Give suggestions for improvement

•• rather than criticismsrather than criticisms


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For example: For example:

oo Instead of saying "Your work is too Instead of saying "Your work is too slow," slow,"

oo say "The fastest assemblers all seem say "The fastest assemblers all seem to prefer setting up each component to prefer setting up each component


p g p pp g p pin advance." in advance."

oo Of course, if your employee doesn't Of course, if your employee doesn't take the hint, take the hint, •• you may need to be more directyou may need to be more direct

oo Showing rather than telling is often Showing rather than telling is often helpful.helpful.

Ask specific questions about Ask specific questions about progress:progress:

ooRather than ask general Rather than ask general questions about progress questions about progress

t hi h 'll lik l t lt hi h 'll lik l t l


•• to which you'll likely get general to which you'll likely get general answers, answers,

ooask specific questions. ask specific questions.

For example: For example: oo Rather than "How's it going?" try Rather than "How's it going?" try

something like something like •• "What did you decide to do about the Brown "What did you decide to do about the Brown


order?" order?"

oo This will allow you to establish a dialogue This will allow you to establish a dialogue about how work is progressing and the about how work is progressing and the procedures being used.procedures being used.

Look for opportunities to Look for opportunities to praise work: praise work:

oo No one likes to be criticizedNo one likes to be criticizedoo To some employees, managers To some employees, managers

represent potential criticism, so they represent potential criticism, so they attempt to avoid or circumvent attempt to avoid or circumvent


ppsupervisionsupervision

oo Establish yourself as a source of Establish yourself as a source of praisepraise

oo Look for things that your employees Look for things that your employees have done well and comment on have done well and comment on themthem

Your comments need not be Your comments need not be elaborateelaborate

oo Indeed, by overstating praise you Indeed, by overstating praise you discount its value; but even routine discount its value; but even routine operations deserve comment when they operations deserve comment when they are done wellare done well

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oo For example, you might say For example, you might say •• "That's a good letter," or "That's a good letter," or •• "Your work area always looks nice." "Your work area always looks nice."

oo If your employee anticipates praise when If your employee anticipates praise when you are reviewing his or her workyou are reviewing his or her work•• he or she will be much more open about he or she will be much more open about

communicating with youcommunicating with you


Ask for suggestions: Ask for suggestions:

oo Ask your employee how a process might be Ask your employee how a process might be improved or how a recurring problem might be improved or how a recurring problem might be avoidedavoidedH h d tiH h d ti


oo He may have good suggestionsHe may have good suggestionsoo Even if the suggestions prove impractical, Even if the suggestions prove impractical,

however, listening to the employee's comments however, listening to the employee's comments will help you assess his or her understanding of will help you assess his or her understanding of the task.the task.


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match the maturity of your match the maturity of your employee:employee:

oo You have a responsibility to stay informed of You have a responsibility to stay informed of work progress, but it is demeaning to work progress, but it is demeaning to employees to continuously check progress on employees to continuously check progress on routine operations that have consistently beenroutine operations that have consistently been


routine operations that have consistently been routine operations that have consistently been completed properlycompleted properly

oo Experienced workers who have demonstrated Experienced workers who have demonstrated their abilities to complete tasks correctly need their abilities to complete tasks correctly need little supervision even in the completion of little supervision even in the completion of important and complex tasksimportant and complex tasks

Find opportunities to work Find opportunities to work alongside employees: alongside employees:

oo Working with employees when the work Working with employees when the work load is high increases your credibility as a load is high increases your credibility as a manager and allows you to observe manager and allows you to observe


directly how work is completeddirectly how work is completedoo It also provides opportunities to It also provides opportunities to

demonstrate your own commitment to demonstrate your own commitment to quality work performancequality work performance

Communication Communication Over IntimidationOver Intimidation

oo All of us are more confident in situations All of us are more confident in situations where we know both what to expect and where we know both what to expect and what is expected of uswhat is expected of us


oo Supplying this information to employees Supplying this information to employees prevents misunderstandings, stress, and prevents misunderstandings, stress, and conflictsconflicts

Make expectations clear: Make expectations clear:

oo Your employees are unlikely to do their Your employees are unlikely to do their best work unless they know exactly what best work unless they know exactly what is expected of themis expected of them


oo Keep your expectations clearKeep your expectations clearoo Enumerate both shortEnumerate both short--term and longterm and long--term term

goals goals

Make expectations clear: Make expectations clear:

oo Designate times and dates by which you Designate times and dates by which you expect tasks to be completedexpect tasks to be completed•• and inform the employee that you are to be and inform the employee that you are to be


notified if the deadline can't be metnotified if the deadline can't be met

oo For example, you might say, For example, you might say, •• "I would like to have this project completed "I would like to have this project completed

by Fridayby Friday•• Please tell me if you don't think this will be Please tell me if you don't think this will be

possible"possible"

Communicate Communicate organizational goals: organizational goals:

oo Often, employees know surprisingly Often, employees know surprisingly little about the companies they work little about the companies they work forfor


oo Share relevant information about your Share relevant information about your company, your division, and your company, your division, and your groupgroup


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Communicate Communicate organizational goals: organizational goals:

oo Explain project and company histories, Explain project and company histories, management structures, and corporate management structures, and corporate philosophy and culturephilosophy and culture


oo Make sure that each employee Make sure that each employee understands how your company positions understands how your company positions itself in the marketplace itself in the marketplace •• and how his or her work helps the company and how his or her work helps the company

serve customers better.serve customers better.

communicate goals and intentions of communicate goals and intentions of policies and procedurespolicies and procedures

oo Instead of using your authority to Instead of using your authority to order employees to performorder employees to perform•• communicate the goal of the task orcommunicate the goal of the task or


•• communicate the goal of the task or communicate the goal of the task or policypolicy

•• allow employees to share responsibility allow employees to share responsibility for meeting that goalfor meeting that goal

For example, For example,

oo new employees in retail stores often don't new employees in retail stores often don't understand that requiring receipts with understand that requiring receipts with exchanges discourages shopliftingexchanges discourages shoplifting


oo Once they understand why the Once they understand why the requirement is necessary, requirement is necessary, •• they can enforce it without embarrassmentthey can enforce it without embarrassment


Forewarn: Forewarn: oo Whenever possible, give employees advance Whenever possible, give employees advance

warning of procedural changes and explain the warning of procedural changes and explain the purpose of those changespurpose of those changes

oo You expect your employees to keep youYou expect your employees to keep you


oo You expect your employees to keep you You expect your employees to keep you informed of work progress; informed of work progress; •• similarly, as a courtesy to employees, you should similarly, as a courtesy to employees, you should

keep them informed of your intentions and keep them informed of your intentions and expectationsexpectations

Provide feedback: Provide feedback:

oo Workers need to know how they are Workers need to know how they are doingdoing

oo They need to know that theirThey need to know that their


oo They need to know that their They need to know that their contributions are valued and what contributions are valued and what they can do to improvethey can do to improve

oo When providing feedback, observe When providing feedback, observe the following guidelinesthe following guidelines

••Start early: Start early:

oo Early in the life of a project, employees know Early in the life of a project, employees know that they aren't expected to understand that they aren't expected to understand procedures perfectly. procedures perfectly. •• (i.e., There are no dumb questions on Day 1.)(i.e., There are no dumb questions on Day 1.)


(i.e., There are no dumb questions on Day 1.) (i.e., There are no dumb questions on Day 1.)

oo As time passes, however, employees will As time passes, however, employees will become more hesitant to admit confusion or become more hesitant to admit confusion or poor understandingpoor understanding

oo Open channels of communication early in the Open channels of communication early in the work processwork process


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Be prompt: Be prompt:

oo Delayed feedback loses its impactDelayed feedback loses its impactoo Intervening events may confuse Intervening events may confuse

motives and blur detailsmotives and blur details


motives and blur detailsmotives and blur detailsoo Point out errors when you see themPoint out errors when you see themoo Praise good performances when they Praise good performances when they

occuroccur

Give feedback frequently: Give feedback frequently:

oo No one can work quickly and effectively No one can work quickly and effectively when he or she lacks confidencewhen he or she lacks confidence

oo New problems arise continuously in most New problems arise continuously in most b i tib i ti


business operationsbusiness operationsoo You must frequently reassure employees You must frequently reassure employees

about proper procedures and performance about proper procedures and performance levelslevels

Be specific: Be specific:

oo Note specifically what was done well and what Note specifically what was done well and what needs to be improvedneeds to be improved

oo Praise can be generalPraise can be generaloo "Nice job!" is a compliment and a good"Nice job!" is a compliment and a good


oo Nice job! is a compliment and a good Nice job! is a compliment and a good motivator, but it should be followed up with a motivator, but it should be followed up with a specific description of tasks or portions of tasks specific description of tasks or portions of tasks that were performed especially wellthat were performed especially well

oo Criticism must always be specificCriticism must always be specificoo Note exactly which tasks need improvement and Note exactly which tasks need improvement and

whywhy

Criticize in private: Criticize in private:

oo About 2,000 years ago, Publiluis About 2,000 years ago, Publiluis Syrus gave the following advice:Syrus gave the following advice:•• Secrete amicos admone; lauda palam.Secrete amicos admone; lauda palam.


Secrete amicos admone; lauda palam. Secrete amicos admone; lauda palam.

oo Admonish friends secretly; Admonish friends secretly; •• praise them openlypraise them openly

Criticize in private Criticize in private

oo The advice is sound for employees as wellThe advice is sound for employees as welloo Public reprimands are powerful Public reprimands are powerful -- dangerously sodangerously sooo They are often effective in the short run They are often effective in the short run


because most people retreat from public because most people retreat from public humiliation; humiliation; •• but they also create deepbut they also create deep--seated resentments that seated resentments that

are often slow to healare often slow to heal

Establish yourself as a Establish yourself as a source of praise:source of praise:

oo Employees will be much more receptive to Employees will be much more receptive to your involvement in their work if their your involvement in their work if their good work is acknowledgedgood work is acknowledged


oo Establish yourself as a source of praiseEstablish yourself as a source of praise


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Establish yourself as a Establish yourself as a source of praise:source of praise:

oo Look for things that your employees Look for things that your employees have done well and comment on have done well and comment on themthem


oo Praise is a form of positive Praise is a form of positive reinforcementreinforcement

oo The more specific you are in giving The more specific you are in giving praise, the more likely you are to see praise, the more likely you are to see desirable behaviors repeateddesirable behaviors repeated

How do we get these in place?

“The LORD giveth and the LORD taketh away. Praise be the name of the LORD."

(Job 1:21)


If you can’t be a good example, then you’ll just have to be

a horrible warning.-Catherine Aird

Work & Foodo If any refused to work

for their food, they should be refused

t b th support by others o He who is able to work,

and unwilling, •should not be fed

2 Thessalonians 3:10

Do You Know The Rules?o i before e …o 30 day hath September…o π R²o Pi or π = to 3.14159

• Represents the ratio of any circle's circumference to its diameter in Euclidean geometry

• The same as the ratio of a circle's area to the square of its radius.

More Teachings - Mark 12:1-9o 1) And he began to speak to them in

parables. • "A man planted a vineyard, and set a hedge around

it, and dug a pit for the wine press, and built a tower, and let it out to tenants, and went into another country.


yo 2) When the time came, he sent a servant

to the tenants, to get from them some of the fruit of the vineyard.

o 3) And they took him and beat him, and sent him away empty-handed.

More Teachings - Mark 12:1-9o 4) Again he sent to them another servant,

and they wounded him in the head,• and treated him shamefully.

o 5) And he sent another, and him they killed;


killed;• and so with many others, • some they beat and some they killed.

o 6) He had still one other, a beloved son; finally he sent him to them, saying, • They will respect my son.'


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More Teachings - Mark 12:1-9o 7) But those tenants said to one another,

• `This is the heir; come, let us kill him, and the inheritance will be ours.'

o 8) And they took him and killed him, and cast him out of the vineyard.


o 9) What will the owner of the vineyard do?• He will come and destroy the

tenants, and give the vineyard to others.

Exercise #3Exercise #3ooList 3 situations in which you List 3 situations in which you

might use might use involvement involvement techniques to build bettertechniques to build better


techniques to build better techniques to build better relationships with employees who relationships with employees who are performing below their are performing below their potentialspotentials

Exercise #4Exercise #4ooList 3 situations in which you List 3 situations in which you

might use might use communication communication techniques to build bettertechniques to build better


techniques to build better techniques to build better relationships with employees who relationships with employees who are performing below their are performing below their potentialspotentials

Exercise #5Exercise #5ooList 3 situations in whichList 3 situations in which

•• CommunicatingCommunicating•• Leading by exampleLeading by example


•• Stronger insistence on fairnessStronger insistence on fairnessoocould enhance the credibility of could enhance the credibility of

your supervision your supervision

Your Action Plan:Time Frame

YOUYour Team


Immediately

Next 4 Weeks

Next 4 Months

ActivitiesENDoWhat’s Your Position?



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What’s Your Position?o Up until recently, John Brown worked with Big Timers International.

He had worked there for over 20 yearso He used to have a very good income and many benefits including

medical insurance that allowed for treatments overseaso His post was made redundanto Now his family is in crisiso They are living very marginally as he has not been able to secure


o They are living very marginally as he has not been able to secure another job and his wife has not been able to work

o She is very ill and needs to have treatments and medication that is very costly

o Her monthly bill for medicine alone is over J$40,000.00o They have no health insuranceo She has run out of medicationo John breaks into a pharmacy and steals the medication for his wifeo He is arrested and charged as he was caught on the security cameraso If found guilty, he will be sentenced to 6 years hard labour.

What’s Your Position?o Do you agree with this? o Be prepared to argue your point

• Strongly Agree• Somewhat Agree


• Somewhat Agree• Disagree• Strongly Disagree

o The participants are allowed to choose their side and to discuss why they have taken that posture

What’s Your Position?

oPhase Two:oYou are now the members of the

jury and must arrive at a i d i i th di t


unanimous decision, the verdict on this case• Guilty or Not Guilty

oYou must also decide the punishment

Expanding role of supervisor mar2014 cement

Education

Transcript of Expanding role of supervisor mar2014 cement