Supervisor

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Supervisor
The Charlotte Hungerford Hospital

• Skills for Success
• Presented by
• Alberta Arens
• Professional Development Educator

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Successful Organizations
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Management Development Series

• Administrative Skills
• Communication Skills
• Interpersonal Skills
• Leadership Skills
• Motivational Skills
• Organizational Knowledge
• Organizational Strategy Skills
• Self Management Skills
• Thinking Skills

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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

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Traits of a Supervisor

• Patience
• Tolerance
• Sensitivity
• Empathy
• Punctuality
• Decisiveness

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

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• Title or position provides leadership . . . But
  they dont guarantee leadership skills

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Impediments To Success

• Too may goals
• Lack of priorities
• Incomplete projects
• Lack of confidence
• Others. . .

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Development First

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

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Self CheckGive yourself 3 points for each
Always, 2 for each Sometimes, and a 1 for each
Never
Always Sometimes 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, 8-10 average, below 8 you have
work ahead of you
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Focus on Your Priorities

• Analyze Your Skills Portfolio
• Determine Your Goals
• Create a Plan

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Implement Something Every Day

• Continuous Process
• Stretch your comfort zone
• Take intelligent risks

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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

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Seek Feedback and Support

• Continuous process of feedback and involvement of
  others
• Get help from others

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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

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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

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

• What is The Charlotte Hungerford Hospitals
  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

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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
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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.
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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.
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Getting Started

• What are your long-range personal goals
• What are the business goals of the hospital

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Personal Goals

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

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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 departments values
  and contribution
• Others

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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

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4 Step Process of Development

• Identify department objective
• Create your plan
• Review your plan with your manager
• Organize and monitor work

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Assessing Resource Needs

• Budget on target
• List resources needed to implement project
• Time line
• Human resources needs
• Be Realistic
• Measure monitor productivity

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Making Plans That Are Realistic

• Reality Checks
• What can go wrong
• Keep track of the overall picture
• Contribution by groups involved

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Improving Your Planning Skills

• Use target dates
• Delegate responsibility
• Request status reports
• Monitor progress
• Adjust plans when necessary

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Balancing Act

• Keep a log
• Prioritize
• 80/20 rule

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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

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Structure Staff

• Developing an effective structure
• Staffing effectively
• Recruiting employees

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

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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

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Staffing Effectively

• Building a Team
• Define team
• Analyze the mix
• Develop staff to meet needs
• Dont hire in your own image

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Staffing Effectively

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

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Staffing Effectively

• Anticipate Long Term Staffing Needs

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Time Management
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Do you find your workload over-whelming? Does it
feel like youre always behind on projects? Are
things falling through the cracks and not getting
done?
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Time ManagementMyths

• Being busy is being productive
• Efficiency is effectiveness
• An open-door policy works best

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Getting Control

• Identify major time wasters
• Prioritize your work
• Create your own priority plan

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Time Wasters

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

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Prioritizing

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

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Improving your Time Management

• Make to-do lists in order of priority
• Plan what youre 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

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Interruptions
Where has the day gone!
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Reducing Excessive Interruptions
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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 youve learned
• Transfer learning into the next step

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And the Award Goes To. . . .
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Reference

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