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OFI Performance Management Training for New Supervisors August, 2011

OFI Performance Management Training for New Supervisors August, 2011. Your Name Your Role (as you define it). Exercise. Drawing X (Representing a part of your life). SNOHKAY - PA. LUNCH you don’t have to prepare!. 2 BREAKS that will get YOU through the day.

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OFI Performance Management Training for New Supervisors August, 2011

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  1. OFI Performance Management Training for New Supervisors August, 2011

  2. Your Name Your Role (as you define it) Exercise Drawing X (Representing a part of your life) SNOHKAY - PA

  3. LUNCH you don’t have to prepare! 2 BREAKS that will get YOU through the day Smoking, ElectronicDevices, & Bathrooms What do they have in common? Even leaders have needs – tell us and we’ll do what we can “It’s perfectly fine to enjoy yourself in your professional role.” – Barbara Van Burgel

  4. Session Guidelines Why are we using them? How will we use them?

  5. WIIFY What’s in it for you?

  6. Management Training Outline Day I: Developing Personal Leadership Skills Day II: Developing Coaching Skills Day III: Apply Learning to Produce Outcomes

  7. Purpose and Outcomes Purpose: to discuss “how-to” tools you can apply to help you get things done as a supervisor Help create ongoing community of OFI mgrs Learn basics of proven management practices Learn to better influence performance relating to OFI specific needs

  8. “The greatest glory in living lies not in never falling, but in rising every time we fall.” - Nelson Mandela

  9. Let’s start with what you think: Write the name of a person you consider an excellent leader (doesn’t have to be famous) List one or two qualities that make them great Get into pairs – one speaker, one interviewer One person discusses the leader for two minutes, one person takes notes Reverse roles for the next two minutes. Exercise Beginning to define leadership

  10. Starting point: each of us Exercise “Mapping Your Current Leadership Situation”

  11. “OFI’s promise: to help people get the chance to lead healthy, productive lives.” Mike’s personal take on current OFI And a personal story

  12. Nobel Prize Winner Desmond Tutu’s “Different” Take on Leadership http://www.youtube.com/watch?v=IrCeVwwu0Xc

  13. Reality Check: Supervisor Power Can Influence Can’t Influence ACT Effective Supervisor Unending Failure Don’t Act Quitting Acceptance

  14. “Three Signs of a Miserable Job”sourced from Patrick Lencioni Anonymity + Irrelevance + Immeasurement = MISERY

  15. Some Core Leadership Ideas sourced from Simon Sinek’s Start With Why Leaders know why, how, and what Why do I lead? Why does what we do matter? Purpose/relevance to group? How do I lead? Show enthusiasm, Invite participation,reinforce realistic optimism, tell inspiring anecdotes and stories. What do I accomplish as a leader? What are the products and outcomes that happen?

  16. Leadership Stories Exercise Exercise Group exercise “Lessons learned” leadership success story Take a few minutes to write some notes to remind yourself of the details. Try for a team story where someone (could be you or a another team member) shows leadership in getting through obstacles. “Through conflict(s) story…” Tell stories in groups of five (or four) – vote on the one to be presented to the large group…

  17. “Context Maker” Things can get complex  An OFI “doing more with less” exercise

  18. Tips: Supervision that Works

  19. The “Switch” Change Modelsourced from Switch by Chip and Dan Heath "When change works… people who change have clear direction, ample motivation, and a supportive environment. Small changes tend to snowball. But this is not the same as saying that change is easy." - Chip and Dan Heath

  20. Direct the Rider (Reason) Resistance to change may be a lack of clarity. Specify manageable next steps in the right direction. Motivate the Elephant (Emotion) Connect on an emotional level, to keep the Elephant moving. Shrink the change, so it doesn't spook the Elephant. Shape the Path (Process) If you want people to change, make the process easier.

  21. Example of Switch A manager got feedback that she wasn’t really listening… Direct the rider Productive communication builds a stronger team and accelerates career. Motivate the elephant Find something that feels good on an emotional level that I can sustain… shrink the change. What small thing can I do? Shape the path She moved office furniture so she had a meeting area where she wasn't tempted to glance at her computer screen. She tweaked the environment so she had no choice but to connect better…

  22. Your Examples of Positive Change Shape the path (large group) What implementations have made processes better at OFI or other places you have worked? What has worked well? Think small. One example that comes to mind: cutting down on numbers of repeat participants at TANF Orientations. This made for more confidence and less anxiety for presenters. The change appealed to the rider and the elephant… Exercise

  23. “Leadership is influence, nothing more, nothing less.” John C. Maxwell

  24. Leadership = Influence Sourced from Influence: Science and Practice, Cialdini

  25. “People give back the kind of treatment they received from you.” Especially when you go first.

  26. Reciprocation What items can you “give first” to team members? Moments of influence come after “thank you.”

  27. Urgency / Scarcity – People focus on what they think may be disappearing. What does losing out “look like”?

  28. People are persuaded when they sense knowledge and credibility. Show confidence through tone and body language. Authority

  29. Consistency People are more willing to act if the action is consistent with what they have said publicly. I dare to jump off the highest point of the pier.

  30. Consensus People will be likely to say yes to your request if you give them evidence that people just like them have been saying yes to it.

  31. Liking People say yes to people with similarities - people who give compliments and make cooperative efforts. They don’t need to “like” you in the way of BFFs. You influence by common-ground liking them.

  32. “Emotional Intelligence” (EQ)Sourced from What Makes a Leader? - Daniel Goleman 5 Components of EQ - Self-awareness - Self-regulation - Motivation - Empathy - Social skill

  33. The 5 Components of EQ Source: Daniel Goleman, “What Makes a great Leader?”

  34. Your Personal & Professional EQ Exercise Golden rule, platinum rule, and “currency” Being more intentional about your EQ willpay huge dividends in your professional life.Being intentional doesn’t mean being fake. Please take a few minutes to do an “EQ self-assessment” - see handout.

  35. The balancing act – and vitality WORK YOU FAMILY and Community

  36. Exercise You at WORK Exercise • Draw your picture • and tell your story • Picture of me today • Own strengths and weaknesses (consider using information from our work today) • Present for the class(60 seconds) • Be ready to get gifts during the sessions

  37. Management Training Outline Day I: Developing Personal Leadership Skills Day II: Develop Coaching Skills Day III: Apply Learning to Produce Outcomes

  38. Takeaways Three minute evaluations Thanks for a good day in Augusta!

  39. Management Training Outline Day I: Developing Personal Leadership Skills Day II: Developing Coaching Skills Day III: Applying Learning to Produce Outcomes

  40. Welcome back! Building off Day One Side Golden Nuggets – Start day with + e-mail to team member David Allen and “Getting Things Done” BS, Cats and Mice Today we will be talking about coaching, motivation, and OFI employee development

  41. JoHari Window Me Known by Me Unknown by Me 1 Free Area 2 Blind Area Others Known by Others Unknown by Others 3 Hidden Area 4 Unknown For more details see JoHari Window handout

  42. BUT

  43. EQ in giving and receiving feedback feed-forward Be Factualfacts, not rumor Be Clearat least as clear as the situation allows you to be Be Accurateif we use the words "always" or "never,” we need to make sure we are accurate. Be Objectiveseparate the behavior from the person. It is better to say, “It affects the whole team when you…” Be an Investor the goal is to help people develop – be prepared to be the receiver as well as the giver.

  44. Giving and receiving feedback Use “and” instead of but, “our” instead of my Be careful of the “comma but” syndrome – instead, pause after the positive… and use and – And try to say “our” team and “our people” Try for more positive than negative Studies show feedback is much more effective in changing behaviors if positive, specific feedback outnumbers negative, specific feedback.

  45. Core Competencies Overall concepts and the competencies Being Clear about what OFI wants, what you want, and reality checks

  46. Groups Work on Competency Together

  47. Exercise Employee Development Plans See handouts

  48. Which is more likely to happen? IRS Audit Having your identity stolen? The Odds Game

  49. Which death is more likely to happen? Hospital Car Infections Accidents The Odds Game

  50. Which is more likely to happen? An eligible U.S.man dating one of 75 supermodels Being Struck and Killed by lightning The Odds Game

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