Leadership, Management and Supervision

1
Leadership, Management and Supervision

• Thomas P. Holland, Ph.D.
• Institute for Nonprofit Organizations
• University of Georgia

2
Basic Definitions

• Leadership drawing people together to identify
  shared values and goals and then formulating
  plans to achieve them
• Management overseeing activities to carry out
  plan and accomplish goals, including planning,
  organizing, delegating, and coordinating
  activities
• Supervision guiding production and procedures of
  staff to accomplish a delegated goal or objective
• Overlap of skills
• Distinctions made in larger organizations

3
Components of Leadership

• Envisioning situations that are in line with
  values, vision for the future
• Engaging others in shaping vision
• Deciding together on our shared goals
• Identifying ways to attain them
• Inspiration rather than authority
• Motivated by vision and purpose
• Problems resolved by referring back to shared
  vision

4
Components of Management

• Planning identifying ways, means, and resources
  to accomplish goals
• Organizing creating structures and assignments
  to pursue goals
• Coordinating overseeing the application of
  people and resources to accomplish goals
• Monitoring assessing progress toward goals
  rearranging applications of resources to refine
  pursuit of goals

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Core Skills of Management

• Planning, goal setting
• Problem-solving and decision-making
• Delegating
• Motivating
• Sustaining communications
• Facilitating meetings
• Ensuring accomplishment of goals
• Monitoring staff performance
• Removing barriers to performance
• Managing oneself, improving interpersonal skills

6
Components of Supervision

• Guiding the activities of staff to accomplish
  delegated goal or objective
• Identifying tasks and roles needed
• Developing effective teams
• Ensuring that the right competencies are being
  applied to tasks
• Seeing that problems are resolved
• Monitoring and refining staff/team performance
• Conforming with organizational policies

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Core Skills of Supervision

• Translating delegated goals into action,
  including
• Conducting feasibility studies to refine work
  plan and to identify required resources and
  skills
• Mobilizing the right mix of people and skills to
  accomplish components of delegated goals
• Team building
• Ensuring understanding of work objectives and
  tasks
• Facilitating meetings, sustaining progress
• Monitoring progress toward goals and objectives
• Trouble-shooting, resolving problems conflicts

8
Managing Staff Performance

• Def. Processes that provide effective management
  of individuals and teams in order to achieve high
  levels of organizational success
• Emphasizes strategic goals and application of
  organizations resources to accomplish them
• Integrates all aspects of the organization into
  coordinated activities to accomplish goals
• Encourages behavior that fosters good working
  relationships and ongoing improvement
• Provides ongoing means for continuous quality
  improvement

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Performance Management seeks to ensure that
staff members

• Understand what is expected of them and how their
  work leads to organizations goals
• Have the skills and abilities to deliver on those
  expectations
• Meet those expectations
• Are actively engaged in designing and
  implementing work tasks
• Sustain positive relationships
• Receive feedback on their performance
• Have opportunities to improve performance

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(Re)Designing the Organization

• Start with a solid mission statement and clear
  strategic plan
• Identify the skills and resources needed to
  accomplish strategic goals
• Specify the activities needed to attain goals
• Group up those activities into clusters for
  individuals/ teams
• Establish structures of coordination and
  accountability
• Depict positions in chart, showing lines of
  accountability
• Delegate objectives and tasks, making sure that
  everyone understands expectations
• Sustain clear communications
• Monitor and evaluate results, use feedback loops

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Key Components of Strategic Planning

• Goals large, overall preferred results for the
  organization in the future
• Mission goals must be consistent with mission
• Market planning must engage important internal
  and external audiences, seeking their views and
  involvement
• Strategies the overall methods or processes for
  accomplishing the goals
• Objectives specific accomplishments that must be
  completed to reach the goals major milestones
  along the way
• Criteria indicators of successful
  accomplishment of objectives and goals
• Implementation delegation of tasks to people
  who will complete each objective
• Evaluation monitoring progress toward goals

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Basic Steps in Strategic Planning

• Identify factors relevant to future of
  organization
• SWOT analysis
• Internal strengths and weaknesses
• External opportunities and threats
• Identify alternative futures for organization
• Weigh options and draw conclusions
• Set goals
• Establish strategies to accomplish each goal
• Specify objectives along way to each goal
• Identify indicators of success for each
• Allocate responsibilities and time lines
• Communicate the plan widely
• Address barriers and celebrate successes

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Project Planning I

• State the problem (not the solution) clearly so
  everyone involved has the same, accurate
  understanding of the issue to be addressed and
  solved.
• Identify the goal to be attained, solution (so
  the problem is resolved), how it is linked with
  mission.
• Specify what the team needs to do, a framework or
  structure to organize work, tasks linked by
  structure, clear enough that person assigned task
  will know what to do.
• Identify set of activities that together will
  accomplish the goal, with time ordering so they
  are completed in sequence and on time for
  subsequent tasks. Set times for beginning,
  milestones for accomplishment, project
  completion.
• Organize into sequence diagram, flow chart
  (project management software is available for
  this Microsoft office has one see also
  www.viewpath.com and www.iteamwork.com )

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Project Planning II

• Task allocation assign specific tasks to
  individuals who have competencies to complete
  them. Include some stretching so people will
  develop/grow.
• Resources ensure that needed resources are
  available on time for each task.
• Record-keeping set up procedures to keep track
  of tasks, assignments, due dates.
• Communications set up procedures for monitoring
  work, reporting on tasks, supporting
  collaboration, alerting others to barriers,
  testing for quality
• Plan for errors and handling problems along the
  way convene team to address and resolve.
• Protect team members from other demands on time.
• Disseminate and celebrate results.

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Problem Solving

• Impulse is to react in ways that have been used
  before
• Satisficing looking close to familiar solutions,
  selecting easiest one (fewest demands) to apply
• Instead, seek to understand why you and others
  think there is a problem
• Ask what do we see, where, how occurring, when,
  with whom, why, own role in it?
• Seek to frame the issue in ways different from
  past
• Engage others in examining definitions and
  potential solutions
• Set priorities in addressing components

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Further steps in problem-solving

• Examine potential causes for the problem ask for
  views and advice from staff, peers, managers,
  outsiders
• Brainstorm to identify creative alternative
  approaches to solving it in long term, including
  asking others views, opinions
• Screen alternatives for feasibility, likelihood
  of long-term resolution, risks and benefits,
  potential consequences

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Further steps in problem-solving

• Identify the best solution, test with others
• Identify what situation should look like when
  solution implemented
• Specify steps to be taken, by whom, with what
  resources, in what time frame
• Communicate plan to others
• Monitor implementation, evaluate results, refine
  plan as needed

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Delegation

• Assign responsibility for accomplishing a goal or
  objective to a member of the staff
• Allow that person to formulate activities needed
  to accomplish assignment
• Builds motivation
• Increases competencies
• Risk of assuming Why bother? I could do the work
  in much less time.

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Steps of delegation

• Delegate whole tasks to individuals/ teams
• Select the right person/team for tasks
• Clearly specify results expected, not the methods
  for accomplishing them
• Make sure recipient understands and agrees with
  assignment
• Agree on criteria for monitoring progress, times
  for reporting feedback
• Maintain open lines of communication
• Set up means for addressing problems/ barriers
• Evaluate and reward successful performance

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Communications

• Everyone should submit periodic progress reports
  to supervisors
• Hold regular meetings with staff to discuss
  progress on assignments, with individual/team
  summaries, open feedback
• Learn to listen actively ask for clarification,
  check to see if others understand your point
• Demonstrate practices of open communications,
  asking for and giving feedback
• Encourage staff to initiate discussions when
  tasks accomplished or barriers encountered
• Solicit views of ways to deal with barriers
  invite others to help solve problems.
• Spread news of successes show appreciation for
  others

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Risk Management

• Def Steps to ensure that critical assets and
  resources are protected from loss or damage
• People
• Screen applicants, clear job descriptions, fair
  reviews, adequate compensation, prevention of
  discrimination and harassment
• Responsiveness to problems, complaints,
  grievances
• Policies on conflicts of interest,
  whistle-blowing
• Policies on giving public information
• Property and resources
• Careful accounting and regular audits
• Monitor and ensure workplace safety
• Insurance (liability, DO, property)
• Policies on document retention, access, and
  destruction

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Managing Meetings I

• Meetings are costly in staff time, so must be
  productive
• Decide specifically what should be accomplished
  with meeting
• Identify who should attend, based on purpose of
  meeting
• Decide on meeting agenda and work plan
  (structure, format)
• Make sure agenda to engage participants early and
  actively. What do you want them to do and why?
• By each agenda item, indicate the type of action
  sought (decision, vote, brainstorming,
  assignment) and time estimates for each item

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Managing Meetings II

• Invite participants, providing clear statement of
  meeting purpose and expectations for participants
• Make sure that agenda and background materials
  are distributed to participants well in advance
  of meeting
• Open meeting with summary of purposes, making
  sure everyone understands expectations
• Clarify ground rules (such as participate
  actively, stay focused on topic, maintain
  momentum, get to closure)
• Make sure someone takes notes and distributes
  them
• Clarify own role in meeting model the behavior
  you want others to follow

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Managing Meetings III

• Manage the time carefully, keep the process
  moving
• Make sure that extraverts dont crowd out the
  introverts by calling on silent ones and
  reminding those who have spoken
• Ask participants to help you keep track of time
• If time gets out of hand, ask participants for
  input on resolution
• Do periodic checks on satisfaction, suggestions
• Check your conclusions with group on conclusions
  and delegated tasks
• Leave 10-15 minutes at end for open evaluation
• Try to end on time and on positive note

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Presentations

• Identify the goals and purposes of your
  presentation, what you want to accomplish with
  this audience
• State clearly the top 2-3 things you want these
  listeners to hear and take away.
• Start presentation with brief overview of the
  purposes and plan of the session, why topic is
  important for them.
• Maintain positive tone, engagement with audience,
  use humor when possible, give examples of key
  points
• Make sure that handouts or slides address key
  points, use consistent format. Check out computer
  in advance. DO NOT read slides or handouts.
• Maintain eye contact, talk a bit louder and
  slower than usual in conversations, stand still,
  use gestures, smile
• Invite questions and feedback.
• Conclude with restatement of the major things you
  want audience to take away.

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Managing Yourself I

• Keep the mission in mind always.
• Set priorities among tasks (urgent vs.
  important).
• Recognize own signs of stress. Tell others and
  ask for feedback
• Monitor own time and work hours take
  responsibility for personal rest and renewal
• Set personal growth goals and follow plan to
  attain them.
• Get and use a mentor or coach. Ask for help.
• Always tell the truth, keep your promises, build
  trust.
• Learn to delegate, as it builds others
  competencies
• Understand your own style of learning, approach
  to power and to problems, dealing with criticism
  and conflict.

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Managing Yourself II

• Develop emotional intelligence
• Communicate with staff, supervisors, partner,
  mentor (err on the side of too much)
• Learn and practice active listening
• Give constructive feedback to others on the spot
  dont let discontents fester
• Resist impulse to jump in and fix things
• Address underlying issues, not crises
• Identify aspects of work that are satisfying
• Know when to stop, quit, leave. Prepare
  successors and stay aware of founders
  syndrome.
• Recognize and celebrate own accomplishments

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There is never enough time! Signs of poor time
management

• Staff meetings last too long and accomplish too
  little
• Im spending too much time on e-mails and the
  telephone
• My time gets consumed by unimportant things
• My staff does not work productively when Im not
  in the office
• I tend to get too involved with too many projects
  at once.
• There are always so many interruptions.
• I need to make so many urgent decisions that I
  cannot study them all
• Im just a hands-on manager and like to be
  involve with everything
• If there are problems, I can always finish the
  job myself.

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Principles of time management

• Planning
• An hour of planning can save many hours of
  implementation
• Start the day by deciding which issues are the
  most important and put them first
• Save smaller issues for late in the day
• Avoid accepting others definitions of each
  problem as a crisis
• Someone elses procrastination isnt my emergency

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More on time management

• Organizing
• make responsibility congruent with authority
• have people report to only one supervisor
• Staffing
• Match person with task to optimize motivation
• Orientation for newcomers can save time later
• Learning from training programs should be
  reinforced on the job
• Expect people to take initiative and
  responsibility for solutions, not just
  identifying problems

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More on time management

• Leading
• If it cannot be changed, dont waste time on it
• People adopt the organizations culture, so lead
  with solutions, not just complaints, and expect
  other to do same.
• Focus on policies not complaints
• Make sure plans are clear about tasks and
  responsibilities
• Dont take on tasks that could be delegated to
  others
• Delegate responsibility for whole tasks, not just
  parts
• Communicate expectations clearly
• Keep your eye on the long-term future

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More on time management

• Decision-making
• Distinguish issues from causes
• Focus on underlying issues, not complaints
• Build on what works
• Indecision is in fact a decision, one that wastes
  time
• Decisions should be made at the front lines, not
  executive office, wherever possible
• Decisions should be made by those who have the
  most information in the issue.

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Emotional Intelligence

• Identifying emotions the ability to perceive and
  recognize emotions in oneself and others
• Using emotions the ability to generate and feel
  emotions in communication
• Understanding emotions the ability to
  understand emotional information, how they arise
  and combine
• Managing emotions the ability to regulate
  expressions of emotions in oneself and others so
  as to promote interpersonal understanding and
  growth.

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Personal Emotional Competencies

• Self-awareness of ones own inner states
• Recognition of how ones emotions influence
  attitudes and communications
• Self-confidence in ones own worth and
  capabilities
• Self-management and control of ones own
  feelings, impulses, resources
• Trustworthiness in maintaining personal honesty
  and integrity
• Conscientiousness, taking responsibility for
  personal performance
• Adaptability, flexibility in handling change
• Initiative, readiness to act on opportunities
• Achievement-orientation, internal readiness to
  improve or meet higher standards of excellence

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Social-emotional competencies

• Social awareness of others feelings, needs,
  concerns
• Body language reading voice, movement,
  gestures, eye contact, volume, posture, silence,
  timing
• Empathy sensing others feelings, perspectives,
  taking active interest in their concerns
• Organizational awareness reading a groups
  emotional currents and power relationships
• Service orientation anticipating, recognizing,
  acting on consumers needs and interests
• Social skills in inducing desirable responses in
  others
• Developing others sensing others developmental
  needs and bolstering their competencies

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More social-emotional competencies

• Leadership inspiring and guiding others, using
  effective tactics for persuasion
• Communication listening actively and openly and
  sending convincing messages
• Change catalyst initiating and managing change
  in relationships
• Conflict management negotiating and resolving
  disagreements
• Teamwork and collaboration working well with
  others toward shared goals creating group
  synergy in pursuing collective goals show
  appreciation to others for accomplishments.

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Staff Motivation

• Motivating others starts with motivating
  yourself. Enthusiasm is contagious. What
  energizes you?
• Find out what motivates other individuals (ask,
  listen, observe, recognize differences)
• Note important distinction between satisfiers and
  hygiene factors
• Link assignments and rewards with individual
  motivations, and keep fresh on this as work and
  people change over time
• Align tasks with mission and goals of
  organizations, and help others stay clear of
  those links. Heres why you and your skills are
  so essential for our success.
• While positive relationships are important, make
  sure policies, assignments, and procedures are
  clear and fair to everyone
• Recognize and celebrate successes in variety of
  ways

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Performance Appraisals

• Provide informal feedback on performance when
  first noted in work. Dont allow negative
  build-up.
• Design formal appraisal method based on job
  description, assignments, and expectations
• Use standardized forms, available to everyone
• Include closed-ended ratings and space for
  comments
• Announce schedule to everyone, then stick to it
• Remind individuals of scheduled reviews
• Invite individuals to offer changes to job
  description and to evaluation forms

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More on Performance Appraisals

• Record accomplishments, exhibited strengths and
  limitations, recommendations for improvement
• Use observed behaviors of that employee, not
  hearsay or rumor
• Invite employees input, self-assessments,
  accomplishments, needs for improvement
• Provide honest, constructive feedback based on
  own observations
• Disagreements are acceptable note them
• Nothing should be surprising if you have given
  informal feedback as work has proceeded
• Allow employee to add own statement at end of
  form
• Conclude with next steps for improving
  performance, resources, and expectations for
  demonstrating change

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Firing

• Should come only after several attempts to change
  behavior, with documented feedback and warnings
  to employee and based on specific personnel
  policies
• Take time to talk with supervisors and managers
  about step, gathering ideas and suggestions
• Meet with employee promptly and speak clearly,
  constructively, avoiding blaming
• Document decision in letter to employee with copy
  to personnel file
• Restrict employees access to organizational
  files and resources