Supervisor

1. The Charlotte Hungerford Hospital Supervisor Skills for Success Presented by Alberta Arens Professional Development Educator

2. Successful Organizations

3. Management Development Series • Administrative Skills • Communication Skills • Interpersonal Skills • Leadership Skills • Motivational Skills • Organizational Knowledge • Organizational Strategy Skills • Self Management Skills • Thinking Skills

4. The Role of the Supervisor • Planning activities, hours, scheduling • Providing leadership and direction • Managing or supervising others to make sure work gets done • Taking responsibility for the performance of the people working for you

5. Traits of a Supervisor • Patience • Tolerance • Sensitivity • Empathy • Punctuality • Decisiveness

6. Self CheckGive yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never 10-15 successful, 8-10 average, below 8 you have work ahead of you

7. Leadership Skills • Confidence in your own ability • Good communication skills • Ability to make decisions • Trust in your employees to do the job • Desire to develop skills in others • Comfortable in giving direction to others • Ability to motivate people

8. Title or position provides leadership . . . But they don’t guarantee leadership skills

9. Impediments To Success • Too may goals • Lack of priorities • Incomplete projects • Lack of confidence • Others. . .

10. Development First • Focus on priorities • Implement something everyday • Reflect on what happens • Seek Feedback and support • Transfer learning into next steps

11. Self CheckGive yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never 10-15 successful, 8-10 average, below 8 you have work ahead of you

12. Focus on Your Priorities • Analyze Your Skills Portfolio • Determine Your Goals • Create a Plan

13. Implement Something Every Day • Continuous Process • Stretch your comfort zone • Take intelligent risks

14. Reflect on What Happens • Get feedback from others • Compare your actual accomplishments with the objective in your plan • Discuss your development and progress with your manager • Keep a log • Congratulate yourself

15. Seek Feedback and Support • Continuous process of feedback and involvement of others • Get help from others

16. Transfer Learning into Next Steps • Adapt and plan for continued learning • Seek experience • Pursue learning • Teach others • Analyze the barriers to your development and work to remove them

17. Getting Started • Determine personal and business goals for one year period • Determine resources for reaching those goals • Break down and prioritize your objectives • Get support for your goals from your employees and superiors • Make decisions and implement plans to reach your goals

18. Establish Plans Developing General Planning Skills Improving Your Planning Skills.

19. General Planning Skills • What is The Charlotte Hungerford Hospital’s vision • What does that mean for me and my department • What are the future opportunities • What talents and resources will I need to accomplish my part

20. The Charlotte Hungerford Hospital Mission: As a regional health care provider, the primary mission of the Charlotte Hungerford Hospital is to provide quality, compassionate, and cost effective healthcare that continually meets and exceeds the needs of our Northwest Connecticut Community

21. The Charlotte Hungerford Hospital Vision: The Charlotte Hungerford Hospital Health Care System is the Northwest Connecticut leader and innovator in quality health care, and is recognized as a resource of health care value in the communities.

22. The Charlotte Hungerford Hospital Values: Recognizing the worth and dignity of every human being, we fulfill our mission through the expression of the following core values that are rooted in our history: defining workers, colleagues, and community we serve without regard to ethnic or cultural differences, spiritual belief, or lifestyle choices. We believe it is also our duty, while providing quality care to our patients, to comply with all laws that govern our business and to treat each person in an honest and fair manner.

23. Getting Started • What are your long-range personal goals • What are the business goals of the hospital

24. Personal Goals • Own my home • Have a family • Buy a new car • Advance within the company • Earn more money • Have more prestige • Other(s)

25. Business Goals • What Are the Business Goals for My Department and for Me, as a New Supervisor • Earn the respect of my employees • Eliminate problem situations • Assert my authority • Contribute great new ideas • Change procedures and methods • Convince top management of department’s values and contribution • Others

26. An Effective Action Plan • Ensure your group's goals and your own “mesh” with the goals of the organization • Prioritize • Define goals & roles • Determine key results • Develop objectives to measure success • Be flexible

27. 4 Step Process of Development • Identify department objective • Create your plan • Review your plan with your manager • Organize and monitor work

28. Assessing Resource Needs • Budget on target • List resources needed to implement project • Time line • Human resources needs • Be Realistic • Measure & monitor productivity

29. Making Plans That Are Realistic • Reality Checks • What can go wrong • Keep track of the overall picture • Contribution by groups involved

30. Improving Your Planning Skills • Use target dates • Delegate responsibility • Request status reports • Monitor progress • Adjust plans when necessary

31. Balancing Act • Keep a log • Prioritize • 80/20 rule

32. Employee Involvement • List all individuals who can help and also those individuals who are affected • Incorporate their ideas if possible • Review your plan with each individual • Explain how employee piece of the plan fits into the overall picture

33. Structure & Staff • Developing an effective structure • Staffing effectively • Recruiting employees

34. Developing an Effective Structure An organization’s structure needs to be dynamic. What worked well may no longer serve the needs of the organization or its customers.

35. Improving the Span of Control • Do you supervise too many or too few people • To what extent do you feel that your manager supervises too many or too few people to be efficient and effective?

36. Staffing Effectively • Staffing your team with competent people • Know the job that you are hiring for • Know the kinds of employees who are successful for CHH • Enlist the assistance of your best performers in recruiting • Ask trusted, competent people to make referrals • Look for talent inside CHH • Be willing to invest the training time

37. Staffing Effectively • Building a Team • Define team • Analyze the mix • Develop staff to meet needs • Don’t hire in your own image

39. Staffing Effectively • Matching Individual to Jobs • Identify the signs of poor matches • Review poor matches in the past • Look for a pattern • Develop strategies

40. Staffing Effectively • Anticipate Long Term Staffing Needs

41. Time Management

42. Do you find your workload over-whelming? Does it feel like you’re always behind on projects? Are things falling through the cracks and not gettingdone?

43. Time ManagementMyths • Being busy is being productive • Efficiency is effectiveness • An open-door policy works best

44. Getting Control • Identify major time wasters • Prioritize your work • Create your own priority plan

45. Time Wasters • No priorities • Doing too many things at once • Too much attention to detail of other people’s work • Too many meetings • Meetings run too long • Procrastination • Solving employees’ personal problems • Long phone conversations • Doing other peoples work

46. Prioritizing • Determine what projects are important • Use a time log • To determine how you are spending your days

47. Improving your Time Management • Make to-do lists in order of priority • Plan what you’re going to a day ahead • Plan telephone calls in advance • Plan meetings in advance • Evaluate your time management • Look at your personal list of major time wasters

48. Interruptions Where has the day gone!

50. Reasons for Interruptions Possible solutions People stop by to socialize; they interrupt me because of my accessibility Decrease my accessibility. Close my office door when I don’t want to be interrupted. Establish set times when I am available for impromptu talks Individuals are insecure about making decisions on their own because of lack of experience or confidence, so they come to me more often than necessary Establish programs to help these individuals develop their skills and increase their confidence People who could make decisions on their own are coming to me for approval Delegate more authority. Analyze the topics discussed during the interruptions to determine which areas could be delegated People have questions about coordination of staff members’ duties Schedule more frequent staff meetings People lack information Establish a better means of disseminating information with better project plans, more informational memos, and more discussion at staff meetings Reducing Excessive Interruptions