All-Star Supervisors: 90 Minutes Gives Them the Key Traits They Need to Effectively Lead & Succeed Tuesday, Sept. 28, 2010 Presented by the Employer Resource Institute © 2010 Employer Resource Institute. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission.

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© 2010 Employer Resource Institute. All Rights Reserved About Our Speaker Matthew B. Hayes, Esq. is a senior associate in the Los Angeles office of Greenberg Traurig. With a practice focused on employment litigation and counseling, Mr. Hayes has litigated numerous class action and single plaintiff lawsuits concerning a variety of employment disputes, including claims for wage and hour violations, discrimination, harassment, wrongful termination, unfair competition and trade secret misappropriation. He also has significant experience assisting employers with preventative counseling, conducting internal investigations, and preparing employment agreements and workplace policies and procedures manuals.

All-Star Supervisors ©2010, Greenberg Traurig, LLP. Attorneys at Law. All rights reserved. GREENBERG TRAURIG, LLP ▪ ATTORNEYS AT LAW ▪ [ Sept 28, 2010 ] Matthew B. Hayes, Esq

KEY STRENGTHS ALL GREAT MANAGERS SHARE  1.Planning □ Star managers develop results focused plans of action.  2.Organization □ Great management requires the ability to multi-task.  3.Communication □ Effective managers communicate clearly and listen.  4.Delegation □ Managers must efficiently and effectively delegate tasks.  5.Confident Decision-Making □ Successful managers accept responsibility and are decisive.

KEY STRENGTHS ALL GREAT MANAGERS SHARE  6.Optimism □ Effective managers have a contagious positive outlook.  7.Flexibility □ Successful managers stay focused on the big picture.  8. Candid Self-Evaluator □ Effective managers recognize their own flaws.  9.Team Player □ Great managers pitch-in to help their staff.  10. Lead by Example □ Respected Managers “Practice What They Preach.”

- 9 - TRANSITION FROM RANK & FILE TO MANAGEMENT  8 Tips For New Managers: □ Familiarize yourself with company goals and the big picture □ Get to know your staff □ Spend time in the field □ Solicit feedback from both superiors and subordinates □ Communicate your expectations □ Don’t make change for the sake of change alone □ Be proactive and assume responsibility □ Learn from your role models

ESTABLISHING A FRIENDLY YET PROFESSIONAL WORKPLACE  Making The Workplace Fun □ Freedom Is Happiness  Dress Code  Work Stations □ Recognize Employee Milestones □ Celebrate Victories □ Implement Workplace Contests Focused On Teamwork And/Or Results □ Avoid Micro-Management

ESTABLISHING A FRIENDLY YET PROFESSIONAL WORKPLACE  Keeping The Workplace Professional □ Be Friendly, But Not Overly Personal □ Clearly Communicate Prohibited Conduct □ Implement An Employee Complaint Procedure □ Investigate Complaints of Harassment & Discrimination

EFFECTIVE COMMUNICATION TECHNIQUES  Why is Good Communication Important? □ Avoids misunderstandings □ Increases efficiencies and work quality □ Improves employee morale  What is Good Communication? □ Clear Transmission □ Active Listening □ Feedback  How Can a Manager Improve Workplace Communication? □ Set forth detailed communication expectations to staff □ Invite questions and feedback on your own communications □ Follow up with workers on directions □ Make communication skills a performance marker

DOCUMENTING EMPLOYMENT ISSUES  Why is Proper Documentation Important? □ Provides a defense to claims of retaliation and discrimination □ Improves employee work quality □ Keeps successive or multiple supervisors informed  Documenting Employee Discipline □ Place in writing □ Be broad and specific □ Avoid promises of continued employment □ Articulate an action plan and potential consequences □ Follow up

DOCUMENTING EMPLOYMENT ISSUES  Documenting Employee Performance □ Avoid grade inflation □ Specify strengths & weaknesses □ Set goals □ Solicit employee participation in plan to accomplish goals □ Follow up on achievement of previous goals  Documenting Wage & Hour Issues □ Hours worked/overtime □ Meal breaks

THREE THINGS ALL MANAGERS SHOULD AVOID  Failing To Share Credit For Successes Or Accept Blame For Losses  Losing Their Cool  Making Sexual, Discriminatory, or Disparaging Remarks

STEPS FOR DEALING WITH WORKPLACE CONFLICTS  Be Proactive In Identifying Problems  Evaluate Proper Recourse Depending On Issue  Harassment/Discrimination  Protected complaints  Petty coworker squabbles  Let People Tell Their Story  Joint vs. individual meetings

STEPS FOR DEALING WITH WORKPLACE CONFLICTS  Solicit Desired Resolution From All Sides  Craft A Resolution  Gear resolution toward furthering work goals  Take account of potentially applicable laws  Follow Up On Resolution  Document Actions Taken

 QUESTIONS?

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