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    Supervisor Skills For Middle and Junior Leaders

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    Mark Man
    The document provides guidance for supervisors on best practices for success. It discusses setting goals, demonstrating effective behaviors, decision making, managing change, communication skills, delegation, and training employees. Supervisors are advised to clearly define expectations, encourage independence, provide feedback, and address employees' needs for appreciation, recognition, and involvement.

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    © All Rights Reserved
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    Supervisor Skills For Middle and Junior Leaders

    Uploaded by

    Mark Man
    61 views28 pages
    The document provides guidance for supervisors on best practices for success. It discusses setting goals, demonstrating effective behaviors, decision making, managing change, communication skills, delegation, and training employees. Supervisors are advised to clearly define expectations, encourage independence, provide feedback, and address employees' needs for appreciation, recognition, and involvement.

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    soft skill training material for supervisors in textile mills

    Original Title

    Supervisor Skills for middle and junior leaders

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    The document provides guidance for supervisors on best practices for success. It discusses setting goals, demonstrating effective behaviors, decision making, managing change, communication skills, delegation, and training employees. Supervisors are advised to clearly define expectations, encourage independence, provide feedback, and address employees' needs for appreciation, recognition, and involvement.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    61 views28 pages

    Supervisor Skills For Middle and Junior Leaders

    Uploaded by

    Mark Man
    The document provides guidance for supervisors on best practices for success. It discusses setting goals, demonstrating effective behaviors, decision making, managing change, communication skills, delegation, and training employees. Supervisors are advised to clearly define expectations, encourage independence, provide feedback, and address employees' needs for appreciation, recognition, and involvement.

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    BEST PRACTICES

    FOR SUPERVISORS: SKILLS FOR SUCCESS

    BY MARKOS WODATO ( M.TECH, TEXTILES )

    FIDD, ETIDI, ETHIOPIA

    MEKELE, ETHIOPIA
    WHAT DOES THE COMPANY EXPECT FROM
    SUPERVISORS?

    • Stay aware of the big picture

    • Create a productive environment for your employees

    • Make decisions on your own

    • Implement new programs and methods

    • Inform your people about company policies and procedures

    • Teach effectively
    THE ROLE OF THE SUPERVISOR
    • Setting goals
    • Demonstrating effective behaviors
    • Decision-making
    • Managing Change
    • Time Management
    • Communication Skills
    • Effective Meeting Skills
    • Motivation
    • Delegation
    • Training
    SET PERSONAL AND PROFESSIONAL GOALS

    • Write down your goals


    • Discuss with your supervisor and your team
    • Review often
    TAKE ACTION TO GET IDEAS AND PLANS ACCEPTED

     Get employee support


     Convince your supervisor and senior management
    EFFECTIVE BEHAVIORS

    • Patience
    • Tolerance
    • Sensitivity
    • Empathy
    • Decisiveness
    • Sense of humor
    DECISION MAKING

    • Be truly open-minded
    • Avoid taking sides
    • Recognize your own bias
    • Don’t let titles or prestige influence your decisions
    • Avoid absolute wordings in your decisions
    QUESTIONS TO ASK BEFORE MAKING A DECISION

    • Do I have enough information to make a decision?

    • What would be the worst possible result if I make that


    decision?

    • Do I need to make a decision at this time?

    • Am I the best person to make the decision?


    DON’T BE AFRAID TO TAKE A RISK

    • Make that tough decision

    • Believe in it and promote it

    • Sell it
    BEFORE SELLING YOUR DECISION

    • What information should be provided?

    • What medium will be the most effective?


    • Is my presentation phrased in language that will gain support for the decision?

    • What negative responses might I receive?

    • When and how will I present?

    • What questions are likely to come up?


    SELL YOUR DECISIONS TO THE FOLLOWING:

    • Immediate supervisor

    • Other supervisors that need to be informed

    • Employee affected by the decision

    • Employees indirectly affected


    TO MANAGE CHANGE:

    • Determine the method for introducing and selling the change to


    your team
    • Break the change down into smaller steps
    • Create a contingency plan
    • Monitor the implementation of the change, including results
    and behaviors
    • Accept and plan for the results of change
    SELL THE CHANGE

    • Present the change to employees in clear and specific


    language
    • Put your ideas in a positive, constructive light
    • Stress your willingness to help employees adapt
    • Ask employees how they plan to deal with it
    • If change has unintended results, be open to review
    MANAGING YOUR TIME

    • What are some timewasters?


    HOW TO MANAGE YOUR TIME

    • Prioritize your work


    • Assess how you are currently spending your time
    • To do lists
    • Plan your tasks daily
    • Evaluate time management several times during the day
    COMMUNICATION SKILLS

    • Present one idea at a time


    • Keep it simple
    • Make it brief
    • Personalize it to the other person
    • Use the right tone of voice and body language
    • Get acceptance of each idea
    • Respond to the emotions of the person
    • Appreciate your listener’s concerns
    • Encourage listeners to express themselves
    STEPS TO IMPROVE LISTENING SKILLS

    • Ask questions
    • Concentrate – stay focused
    • Identify the main idea
    • Listen for the rationale
    • Listen for key words
    • Organize in your mind
    • Take notes
    ROLE OF THE FACILITATOR

    • Stay calm – don’t take sides


    • Keep on the agenda
    • Start and end the meeting on time
    • Encourage participation
    PRAISE WITH A REASON

    • Mean what you say


    • Balance your praise
    • Immediately after the event
    • Public or private
    CRITICISM

    • Do it as quickly as you can after discovering the problem


    • Limit comments to the person’s actions in this situation
    • Let them do some of the talking
    • Be considerate
    • Don’t mix criticism with praise
    • Don’t play psychiatrist
    • Make it private
    EFFECTIVE DELEGATION SKILLS

    • Improves productivity
    • Can concentrate on supervisory responsibilities
    • Develops skills in others
    • More job satisfaction for employees
    • Helps evaluate people
    HOW TO DELEGATE BETTER?

    • Clearly define what you want your employees to do

    • Encourage people to learn and make their own decisions

    • Don’t take an assignment back after you’ve delegated it


    How To Deal With The Needs Of Your Employees:

    • Be courteous, friendly and interested


    • Offer assistance when needed
    • Listen patiently
    • Observe their work and give them feedback
    • Make goals reasonable
    WHAT DO EMPLOYEES WANT FROM THEIR JOBS?

    1. Appreciation
    2. Recognition
    3. Involvement with the company
    4. Comfortable work environment
    5. Money
    WHAT ELSE? AND SUMMERY

    • Security and stability


    • Social needs
    • Independence
    THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE BY
    STEPHEN COVEY

    • Habit 1 : Be proactive.
     This refers to the taking of responsibility to make things happen.

    • Habit 2 : Begin with the end in mind.


    Start with a clear picture of where you are going and what the
    destination will look like.

    • Habit 3 : Put first things first.


     The principle is based upon two factors--importance and urgency.
    THE 7 HABITS OF HIGHLY EFF…..CONT.…..
    • Habit 4 : Think win/win.
     The principle means that agreements or solutions are mutually
    beneficial.
    • Habit 5: Seek first to understand, then to be understood.
    One key to effective interpersonal communications is to listen with the
    intent to understand.

    • Habit 6 : Synergize.
     The whole is greater than the sum of the parts.

    • Habit 7 : Sharpen the saw.


     Enhance personal abilities.

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