3/26/2014

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Effective Supervisory Practices

Session Three:

Charting the Course and Staying on It

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Meet your presenters

Michelle Poché Flaherty

City on a Hill Consulting

Hyacinth Bryant

City of Atlanta, Georgia

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Today’s Discussion:

Budget Basics

Budget Tips for Effective Supervisors

Time Management

Getting Organized

Meeting Management

Thinking Strategically

Acting Strategically

Q & A

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Poll:

What Are You Most Interested in Today?

A. Budgeting

B. Organizing Work and Time

C. Thinking and Acting Strategically

Budgeting

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Budget Basics: Capital vs. Operating

Nonrecurring (one-time),

multi-year expenditures

• New construction

• Improvements to existing facilities

• Major equipment

Capital Budget

Typically recurring,

annual expenditures

• Personnel

• Supplies

• Equipment

• Services

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Budget Basics

• Learn your organization’s system Look through the budget book

Ask someone to explain it to you

• Your supervisor

• Someone from the budget/finance office

Watch the budget meeting of your governing body

Ask about: What are the biggest allocations in your budget?

Why is it designed that way?

What other areas of the budget in your organization affect your

group/work?

What’s the schedule/calendar for budget activities throughout the year?

How do you pay for something?

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Budget Basics

• Don’t run out of money Monitor rate of expenditures throughout the year

Keep track of expenditures that have been spent but not

yet paid

• Don’t save too much money Excessive mid-year or year-end balances can:

Be redirected to higher priorities

Undermine subsequent requests for budget increases

• Research requests before submitting them

up the chain of command

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Budget Tips for Effective Supervisors

• Personnel Costs: Fair distribution of training/travel

Fair distribution of awards

• Supplies/Equipment: Ask team for input; let them select it

• Set a budget limit

• Provide quality/performance standards

• Identify approved purchase sources/processes

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Organizing Work and Time

Time Management

Getting Organized

Meeting Management

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Poll:

What is your biggest time waster?

A. E-mail

B. Chit-chat

C. Too many meetings

D. Personnel issues

E. Inadequate tools/equipment

F. Burdensome bureaucratic

requirements

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What is the first thing

you do when you get to work?

• Write down right now: – What are the things you do for the first hour you’re at work?

– What do you find on that list?

– How much productivity do you lose a day? Per pay period?

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Time Management:

Eisenhower Matrix

Urgent Not Urgent

Important Putting out fires

• Crises

• Deadlines

Planning

Evaluation (Checking)

Relationship Building

Not Important Many interruptions:

• Phone calls

• Drop-ins

• E-mails

Time wasters

• Rabbit trails

• Idle chit-chat

• Web-surfing X

Work

above

the

line

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Time Management:

Prioritize Your Tasks

Focus on what is most important first.

First, schedule the “Important, Not Urgent” items, then

build the rest of your schedule around

them.

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Time Management:

Prioritize Your Tasks

Prioritize your “To Do” List. Use “ABC,123” method.

To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important

B = Average Importance

C = Low Importance

Next, number the items within

each letter.

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Time Management:

Schedule Your Tasks

Enter tasks

into your

calendar.

Mon., Oct. 13, 2014

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2

3

4

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Important,

Not Urgent

Important,

Not Urgent

Tasks A.2, A.3

Tasks B.1, B.2

Task A.1.

Lunch Break (call Mom)

Wrap-Up Time

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Time Management:

Prioritize Team Work

Do the same thing when

planning for the team

that you do for yourself.

Target responsibilities that are important but not urgent first, then build the rest of the plan

around them.

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Get Organized with PDCA:

Plan, Do, Check, Act

Planning

• What are the priorities?

• Who will do what by when?

• Does everyone know who, what, how, where, when

and why?

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Get Organized with PDCA:

Plan, Do, Check, Act

Doing

• Most of this is their job, not yours.

• Be willing to pitch in when there’s a

need.

• Model best behaviors.

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Get Organized with PDCA:

Plan, Do, Check, Act

Checking

Quality: Is it as good as it should be?

Progress: Are we on time and on budget?

Safety: Are we taking care?

Materials/Equipment: Adequate?

Purpose: Are we heading in the right direction?

People: Does everyone have what they need to perform well? How are they feeling about it?

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Get Organized with PDCA:

Plan, Do, Check, Act

Acting

• Take the initiative to correct anything that is off track.

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Workbook Exercises to

Help You Get Organized

Organize Your Time

• Set aside some time this Friday, Monday, or over the weekend. Begin a weekly practice to organize your schedule for the coming week.

• Organize your to-do list at the end of each day.

• Review the causes of procrastination on page 77 of Effective Supervisory Practices. Start working on your favorite one.

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Meeting Management:

First, Set the Group Norms

• Examples of Ground Rules Start on time. End on time.

One person speaks at a time.

Everyone participates. No one dominates.

In decision making: voice objections/concerns, or agree

to concede. (Silence equals agreement.)

Everyone shares responsibility for the success

of the meeting – and of the team.

• Consider learning Robert’s Rules of Order

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Meeting Management:

How to Run a Sit-Down Meeting

• Agenda

Design it thoughtfully, according to priorities and attendees. Ask for input.

Distribute it ahead of time – with read-aheads as necessary.

First Rule of Meetings: If you don’t need one, don’t

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Meeting Management:

How to Run a Sit-Down Meeting

• Chair the Meeting

Start and end on time.

Stay on topic.

Enforce ground rules.

Listen more than speak. Invite all to participate.

Close by summarizing decisions, actions, responsibilities, and deadlines.

• Record and Prepare

Organize notes and distribute action items for

follow up.

Plan for next meeting.

First Rule of Meetings: If you don’t need one, don’t

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Meeting Management:

What Type of Meetings Will You Use?

• Group “Stand-up”: short; about today’s

work, top priorities

• One-on-one: support each team member

individually

• Group “sit-down”: regularly scheduled

intervals

Tactical (managing work, more frequent)

Strategic (where are we going, less frequent but probably longer)

Thinking and Acting Strategically

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Poll:

How many of you use goals in your

work group? A. We have goals and we manage by them.

B. We made goals, but we’ve kinda forgotten

about them.

C. We don’t have goals for our work group.

D. I have no idea whether we have goals or

not.

E. I’m not sure what goals for a work group

would even look like.

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Leading Strategically:

Setting – and Managing by – Goals

Goal: a target that defines an

outcome to be achieved.

Visualized

Inspirational

Specific

Time Bound

Assessable

What tasks and activities will help your

team achieve its goals?

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Thinking Strategically

• Where are we going?

• When we get there, what will success look like?

• What are the priorities?

• Why are they the priorities?

• What difference will our work make to the community we serve?

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Acting Strategically: Start with Heart

• Have a plan before taking action Anticipate obstacles and how you will remove them

or overcome them

• Align your plan with established priorities

• Obtain the necessary approvals

• Create the buy-in to succeed

• Communicate the plan

• Prepare everyone involved: Who will do what by when and where

How to do it well

Why it matters

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Acting Strategically: Finish strong

• Celebrate small wins along the way

• Correct mistakes along the way Learn from mistakes and prevent repeating them

Hold people accountable when appropriate

Take responsibility when reporting up the chain of

command

• Communicate victories Congratulate, celebrate and thank your team

members, privately and publicly

Give your team credit to those up the chain of command

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Leaders articulate the “WHY”

Don’t just tell them when and how to do it. Tell them why it matters. This is the difference between managing and leading.

Employees who understand what to do and when to do it are efficient.

Employees who also understand how to do it best are effective.

Employees who understand why it’s worth doing are committed.

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Recommended Resources:

Budgeting: • “A Budgeting Guide for Local Government” Robert Bland, ICMA

Press

• Government Finance Officers Assn: www.gfoa.org

Time Management: • “Eat That Frog!” by Brian Tracy

• “Death by Meeting” by Patrick Lencioni

Strategic Planning: • Books and workbooks by John M. Bryson on

strategic planning for public/nonprofit organizations

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Questions:

Hyacinth Bryant

hbryant@atlantaga.gov

Michelle Poché Flaherty

michelle@cityonahillconsulting.com