1. Professional Development Educator
The Charlotte Hungerford Hospital
Supervisor
Skills for Success
Presented by
Alberta Arens
Professional Development Educator
There us NO magic to being a good or even great supervisor.
It take some understanding of human behavior combined with the timely application of effective management skills.
If you are a new supervisor this presentation should help you develop your own program for success.
If you are a seasoned veteran, this presentation should provide you with some new approaches and ideas.
It can reinforce your efforts to become an even better supervisor.

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
Your role of a supervisor may include any or all of the following
The most important key to your successful growth is your own sense of personal responsibility for your development. You are responsible for planning and managing your development’s progress.
The core of this presentation is developing oneself and developing others

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

6. Self Check Give yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never
I feel comfortable communicating with my employees
I keep an open mind with making decisions that will affect my employees
I am sensitive to cultural differences
I am patient with employees when they are learning a new procedure
I keep an open mind when making decisions that will affect my employees
10-15 successful, 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
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
These five steps will help you proactively drive your development and establish a cycle of continuous learning.

11. Self Check Give yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never
I write a list of personal and business goals and keep it updated
I keep my goals prioritized in order of importance so I know where I am headed
I focus on developing the skills of my employees
When I make a decision, I think about its implications
I use a variety of training methods to teach my employees new tasks.
10-15 successful, average, below 8 you have work ahead of you

12. Focus on Your Priorities
Analyze Your Skills Portfolio
Determine Your Goals
Create a Plan
Before you can effectively focus your development efforts, you must analyze your current skills.
Hand out self assessment
As you assess your strengths and weaknesses, use your own knowledge of your skills, but also get input from others.
If you evaluate yourself solely on your personal opinion of what makes an effective manager, you may overlook some critical skills important for your job.
Once you’ve completed an assessment of your skills, the next step is to determine the areas in which you want to develop. To do this, first determine the skills critical for your current job and what skills are important for the future
Then identify the skills that will be important in the future based on your career goals and CHH’s vision.
Create a plan: if you are serious about your development, you need a plan.
You need goals, action steps, what people are involved, and the time frame

13. Implement Something Every Day
Continuous Process
Stretch your comfort zone
Take intelligent risks
Development is most effective when it is treated as a continuous process, rather than as an “event’ that happens periodically. Strive to make development a part of your daily discipline.
Look for on the job situations that will stretch your comfort zone and move you toward your development goals.
Taking intelligent risks and venturing into the unknown results in true learning and change. If you know what you will fare before you start, you probably won’t learn much. Attempt to separate what you are learning from how you are performing.
Ask yourself “What have I just learned” instead of “how did I just do?”
Try new things, negotiate realistic expectations about how much you will accomplish and what standards you need to meet while you are learning.

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
Reflecting on your progress can keep you motivated, provide opportunities to recognize your successes, and help you determine when and how to revise your current development goals.
As you progress toward your goals, take time to congratulate yourself.

15. Seek Feedback and Support
Continuous process of feedback and involvement of others
Get help from others
Effective development rarely happens in a vacuum. Rather, it occurs through a continuous process of feedback and the involvement of others.
Regular feedback is important for a variety of reasons.
Feedback can
Tell you if you are on course and how to correct if you veer off
Sustain your motivation
Let yourself yourself as others see you
Be involved with others. In addition to feedback, you may need the help and support of others in a variety of areas.
They can encourage you to try new things
Provide moral support
Give you advice

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
You may be in a situation where you are ready to apply your new knowledge and skills to your next development priority.
Acknowledge and conclude this phase of your development by taking stock of your new capabilities and recharging your batteries in preparation for future challenges and opportunities.

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.
Many managers give lip service to the importance of planning but when time is short, they abandon planning in favor of getting started on the “real” work.
This is a short sided approach.
Work performed without adquate planning often falls short of the desired goals or misses them entirely.
In the long run, the required rework at the end of the project takes much more time than it would have taken to plan adequately

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
An organization’s strategic vision defines what the organization wants to be and where and when it wants to go. An effective strategy guide s the decisions that affect the direction of the organization.
In order to develop successful plans, it is necessary for managers both to understand their organization’s vision and to incorporate that vision into their plans and day-to-day operations.

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
Getting started as a supervisor should begin with planning –
Both personal planning and business planning.
If your business objectives don’t mesh with your personal plans, it’s time to rethink your goals.

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
If there is a mismatch, revise the goals so that they will support the broader goals of the organization.
Rank these goals in priority order. The top two or three goals should be those that will have the greatest impact on achieving corporate goals.
Define your goals and the roles of your staff in achieving them. Do you need support – what type of support
Determine key results and identify the steps required to achieve these results. Anticipate obstacles to achievement. How will you handle them
Develop objective measures of success that will tell you when you have reached an objective or goal
Put all of this into a format that is clear, accessible, and each to update. Be flexible, and be prepared to change your action plans

27. 4 Step Process of Development
Identify department objective
Create your plan
Review your plan with your manager
Organize and monitor work
Take the responsibility fro creating this plan. Also specify a date by which you intend to complete the plan
Create your plan. -- Include: goals, deadlines, tasks, organization of important of tasks, budget, required resources, constraints, implementation process
Review your completed plan with your manager to access its completeness and accuracy
Consider using a software planning tool to organize and monitor the work

28. Assessing Resource Needs
Budget on target
List resources needed to implement project
Time line
Human resources needs
Be Realistic
Measure & monitor productivity
When you are implementing a new plan or project, it is necessary to make realistic estimates of required resources in order to achieve the desired goals efficiently.
You cannot expect others to carry out your directions successfully without adequate resources.
Review strategies already implement. If your previous budgets were off target, determine why, and make appropriate adjustments.
Make a list of all resources and supplies that will be required
Identify when it will be needed, the different way it can be obtained, and what acceptable substitutes exist.
Identify cross-training opportunities to utilize resources in other departments
Be realistic about your resources. Example: if 3 different tasks need to be accomplished on a computer and only one computer is available, either find computers to use or build in extra time to complete the project.
Establish systems to measure and monitor the productivity of various resources. This will help you accurately estimate your resource needs in the future.

29. Making Plans That Are Realistic
Reality Checks
What can go wrong
Keep track of the overall picture
Contribution by groups involved
Unrealistic plans can create more problems than they can solve.
Have a trusted peer play devil's advocate by confronting you with all of the possible things that could go wrong. Make changes to address any problems you may have overlooked.
Keeping track of the overall picture is the best way to avoid over committing yourself. In addition to evaluating individuals plans be sure to evaluate how one plan affects all of the others
Invite the various people or groups affected by the plan to contribute to its construction. When the plan is complete, ask each person or review it one last time to evaluate how realistic it is.

30. Improving Your Planning Skills
Use target dates
Delegate responsibility
Request status reports
Monitor progress
Adjust plans when necessary
Using target dates for various phases of the project. Be sure that expectations and due dates are clear and agreed upon with others.
Delegating responsibility and appropriate decision making authority to the right person or people
Requesting status reports from your employees on their progress toward goals
Monitoring and following up on progress. By documenting performance against your plans you will be better able to evaluate results and develop realistic plans for future projects.
Innerving and adjusting plans when necessary.

31. Balancing Act Keep a log Prioritize 80/20 rule
Managers often allow day to day activities to capture their attention while planning and strategy fall by the wayside. Use the following suggestions to ensure that you carry out your plans and spend the time you need for planning.
Keep a log to determine how you are spending your time. Evaluate your time and attention to the “big plan”.
When you are face with many demanding and competing priorities, ask yourself which are the most important ones and make them your first priority.
Use the 80/20 rule. Simply put; the 80/20 rule means that you can be 80% effective by achieving 20% of your goals. If you have a daily “to do” list of 10 items, this means that you can generally expect to be 80% effective by successfully completing only the 2 most important items on your list.

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
When making plans, involve your employees in the planning process right from the start.
Why? Because you need their experience, skills, and expertise. Also, when people participate in planning something, they make a personal investment in reaching the goal.
By involving others in planning the project, you will get the information you need and strengthen their commitment and interest as well.

33. Structure & Staff Developing an effective structure
Staffing effectively
Recruiting employees
As a manager or aspiring manager, you must be aware of the dynamic structure of your organization. Business demands and employee shills are constantly changing, and it is important to be responsive to these changes. Staying on top of them involves performing activities ranging from diagnosing structural problems to effective recruiting techniques.

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.
Although there is no one correct way to structure an organization, the structure you choose will affect productivity, quality, customer satisfaction, employee morale, and budget.
Design your structure with empowerment in mind. Whenever possible, create a structure where people do the “whole job”
Set up a tem to evaluate the structure of the organization and make recommendations for changes

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?
If managers are responsible for inappropriate numbers of people, management time may be used inefficiently. Other important tasks may be neglected because the manger must spend too much time dealing with employee problems, and employee time may be wasted because of inadequate control, poor guidance, and slow decision making.

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
You can only be as good as your people
Our hospital’s reputation for training and development can be a critical factor in attracting high caliber talent.
We want to set a standard for hiring the best.

37. Staffing Effectively Building a Team Define team Analyze the mix
Develop staff to meet needs
Don’t hire in your own image
Successful Teams are made up of members who strengths compliment each other.
Knowledge, skills, abilities to accomplish the job
What’s missing
Once identified, hire the mix
Mirror image employees will result in a team with limited skills sets. Example: if you are a precise, methodical and timely person and you hire the same type of person – your team may lack flexibility and responsiveness to change.

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
Poor matches: resignations, terminations, substandard performance, absenteeism – might be the end result of a poor match.
Review each stiuation – look for a reason for the mismatch
did the person need skills they didn’t have
did the person have skills they didn’t utilize?
Devleop strategies for preventing employee position mismatched.

40. Staffing Effectively Anticipate Long Term Staffing Needs
One of your responsibilities as a manager is to staff your team with competent people today and tomorrow
Anticipate the staffing needs use backup employees.

41. Time Management
In today's competitive marketplace, managers must effectively juggle many priorities, efficiently complete large volumes of work, and be increasingly responsive to get the job done, keep costs low, and produce quality products.
A manager’s ability to work efficiently directly affects the attainments of these goals, regardless of his or her level in the organization.

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 getting done?
WHAT CAN YOU DO?

43. Time Management Myths 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
THE FIRST STEP IS TO DETERMINE THAT YOU WANT TO CONTROL YOUR TIME
Dealing with higher priority tasks first
Reduce excessive interruptions
Reduce job overload
Over come procrastination
Respond to phone call and written requests
Assess your daily accomplishments

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
RATE YOURSELF
Ideal score is 14
22 or more indicates a need for improvement
You need to make a conscious decision to manage your time more effectively

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!
The nature of managerial work involves frequent interruptions. As you rise in the organization, the amount of time you can speed without interruptions will probably decrease.
Too many interruptions may be a major source of that
“where has the time gone?
For a week keep a log
Using your analysis of your log Chart
Reasons for Interruptions and Possible Solutions

50. Reducing Excessive Interruptions
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
Pointers:
When people come to your door, stand up and greet them at the door before they have a chance to sit down. This way, you can limit the length of the conversation to a greater degree.
If you are too busy, tell people and let them know when you can talk
Be sure you are available at that time. People will often ask if the time is convenient after you use this technique.

51. Implementing Your Development Plan
Spending time each day on your development
Seize on the job development opportunities
Involve others
Seek honest feedback
Eliminate defensiveness
Overcome barriers to development
Monitor your progress
Reflect on what you’ve learned
Transfer learning into the next step

52. And the Award Goes To

53. Reference Mancini, Marc, Time management, McGraw-Hill, 1994
Tepper, Bruce B., The New Supervisor: Skills for Success, McGraw-Hill 1994