1. The Keys to Effective SUPERVISION © Copyright EADS Day Services 2014

2. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

4. POP QUIZ !!

5. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

6. Role of the Supervisor Hire Fire Train Delegate Direct Evaluate Coach To what end?

7. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

8. Diagnosing Performance Problems What are the two possible explanations for unsatisfactory performance?

9. What’s causing the problem? Is the employee unwilling or unable to do the job? Unwilling  Defiant  Dispirited  Afraid  Unaligned Unable  Unaware  Unskilled/Untrained  Unequipped  Unauthorized

10. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

11. Managing Performance Four ways to modify behavior:  Positive reinforcement  Negative reinforcement  Extinction  Punishment

12. Managing Performance Four ways to modify behavior:  Positive reinforcement –Link the target behavior to a positive experience  Negative reinforcement  Punishment  Extinction

13. Managing Performance Four ways to modify behavior:  Positive reinforcement  Negative reinforcement –Link the target behavior to the cessation of a negative experience  Extinction  Punishment

14. Managing Performance Four ways to modify behavior:  Positive reinforcement  Negative reinforcement  Extinction –Eliminate the positive experiences linked to the target behavior  Punishment

15. Managing Performance Four ways to modify behavior:  Positive reinforcement  Negative reinforcement  Extinction  Punishment –Link the target behavior to a negative experience

16. Punishment Appropriate for  Establishing behavioral boundaries  Exterminating intolerable behaviors Limitations  Interferes with problem solving  Does not persist  Builds resentment  Limited effectiveness

17. Punishment Punishing is difficult to do well. Punishment is an extremely powerful consequence for all living things…[it] can produce extremely rapid, strong, and memorable changes. The problem is that effective punishment demands certain requirements. The research clearly shows that effective punishment must be: Punishing is difficult to do well. Punishment is an extremely powerful consequence for all living things…[it] can produce extremely rapid, strong, and memorable changes. The problem is that effective punishment demands certain requirements. The research clearly shows that effective punishment must be: 1) immediate (right now!) 2) intense (the biggest possible stick) 3) unavoidable (there is no escape) and 4) consistent (every time). If you cannot deliver punishment under these conditions, then the punishment is likely to fail. -- Reinforcement Theory

18. Managing Sam’s Performance Positive reinforcement Negative reinforcement ExtinctionPunishment

19. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

20. What do these have to do with productivity?

21. Motivation Productivity

22.  Motivational Theories –Least Effort –Theory X and Theory Y –Equity Theory –Expectancy Theory

23.  Motivational Theories –Least Effort  Living things seek to expend the least amount of effort necessary to meet their physical needs. –Theory X and Theory Y –Equity Theory –Expectancy Theory

24.  Motivational Theories –Least Effort –Theory X and Theory Y  People have a basic need for achievement and want to do good work –Equity Theory –Expectancy Theory

25.  Motivational Theories –Least Effort –Theory X and Theory Y –Equity Theory  People compare their efforts and rewards to the efforts and rewards of others –Expectancy Theory

26. What are the ramifications of the equity theory for the workplace?

27.  Motivational Theories –Least Effort –Theory X and Theory Y –Equity Theory –Expectancy Theory  The motivation to perform a task is a function of the perceived likelihood of success and the likely consequences of success or failure.

28. What are the ramifications of the expectancy theory for the workplace?

29. What are strategies for motivating employees to take on challenging assignments?

30.  The most effective motivational technique is positive reinforcement  The most powerful positive consequence is Personal Significance Reinforcement: –The work I do is important –I can see my progress –People that I care about AND that care about me notice if I do my work well

31. Personal Significance Reinforcement (Work that makes people feel important.) Characteristics of a Motivating Job: –Employee feels personally responsible for the work –Outcomes that are meaningful –Feedback on accomplishments

32. Do I know what is expected of me? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

33. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

34. Self-Verification All human beings have an intense need for self-verification – to have others see us as we see ourselves. If the need for self-verification is not met, the relationship is doomed.

35. Self-verification and diverse work groups  If self-verification is not achieved early (within ten minutes), diversity undermines group performance.  If attitudes are negative or neutral: more diversity = more homogenization.  If attitudes are positive: more diversity = more individuation.

36. Strategies to foster self-verification:  Create opportunities for self- disclosure  Train teams to make unanimous decisions  Train people to look for the individual Self-verification and diverse work groups

37. I am not a color. I am not a religion. I am not a country. I am me.

38. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

39. Alignment

40. Alignment  Do employees know which way the organization is headed?  Do they agree?  How committed are they to the organization’s mission?

41. Aligned With: Aligned With: Customers/Clients Donors Other Stakeholders Supervisor/work group Senior Management

42. What are some reasons why management might take actions that appear stupid?

43. You have information management doesn’t. Management has information you don’t.

44. How would you rephrase it? To an employee denied a raise. I did the best I could. When asked about a program change you don’t agree with. I don’t understand it either.

45. Once achieved, alignment must be attended to constantly. Entropy: the tendency for the disorder in a system to increase without investment of additional energy. (Second Law of Thermodynamics.)

46. Agenda  Housekeeping  Role of the Supervisor  Managing People –Behavior Modification Techniques –Motivational Theories  Building Teams –Leveraging Diversity –Building Alignment –Leading from the Middle

47. Why the middle?  Because: –It brings people together –Facilitates conversation –Lets them see you walk the talk. –Gives you the best vantage point –Makes it easiest to maintain alignment

48. Medal of Honor Leadership  Here’s what’s happening.  This is your role.  You can do it.  What do you need?  It’s going to be okay.

49. Leading Change  Keep doing what you’re doing, plus one new thing.  Here’s what I’ll be doing.  How else can I help?  How’s it going?

50.  Difference between manager and leader Difference between manager and leader Difference between manager and leader  Jim Collins: Qualities of Great Leader Jim Collins: Qualities of Great Leader Jim Collins: Qualities of Great Leader