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Supervisor Skills: Two-way Communication

Supervisor Skills: Two-way Communication. Coach’s Name: Charlie Crutchfield, Iain Tomlins, Grant Stevenson. Agenda. The role of Supervision. An example of supervision: Assigning a Task. The role of Supervision. What is a supervisor supposed to do?. Direct work Ensure understanding

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Supervisor Skills: Two-way Communication

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  1. Supervisor Skills:Two-way Communication Coach’s Name:Charlie Crutchfield, Iain Tomlins, Grant Stevenson

  2. Agenda

  3. The role of Supervision • An example of supervision: • Assigning a Task

  4. The role of Supervision • What is a supervisor supposed to do? • Direct work • Ensure understanding • Build ownership of tasks • Hear feedback • Train the next class of leaders • Others?

  5. Two-way Communication • Stena and Chevron Leadership want us to increase our use of two-way communication in every area of our work. • Over the coming weeks we will be working with the support of Equilibria to build our skills in this area. • It can make a big positive difference… and it may not be as hard as you think.

  6. Is this your style of communication?

  7. Two-way Communication • What do we mean by “Two-way Communication”? • Prompt your team to build the plan • Ask questions, rather than just giving instructions • Solicit feedback • Learn from your people • Give them a chance to show what they know

  8. Ask lots of questions. Listen, and then listen some more. Great questions open up dialog that you otherwise might have missed. Practice 360 degree learning. Learn something from everyone and everything, inside and especially outside your own industry and business. Question: What is the Secret to becoming an expert communicator?Answer: Become an expert listener Build Team spirit by having Open dialogue with your team, talk less – listen more Two-way Communication

  9. The greatest challenge around communication is the illusion that it has taken place.

  10. Two-way Communication • What makes it hard to engage in two-way conversations? • Time pressure • Impatience • They won’t know unless I tell them • I’m the one on the hook • I know the best way to do it • Others?

  11. Two-way Communication • What benefits do you get from two-way communication? • You know what your people have understood • Reduced error and rework • Improved buy-in/ownership • Less stress • You just might learn something • Training of next year’s supervisors • Others?

  12. Two-way Communication • What does Two-way Communication look like? • You’ll develop your own style • One approach that has worked for many people looks like this: • Give an overview of what needs to be done. • Ask: How are we going to do this task? What hazards do you see? • Listen to what they say. Use E-Colors understanding to draw out input from team members. • Ask clarifying questions. • Fill in anything they may have missed. • Check back later to see how it’s going.

  13. E-COLORS and TWO WAY COMMUNICATION ActionOriented Needs less data Fast Paced Needs time to Process InformationOriented Needs more data Task Oriented PeopleOriented

  14. E-Colors and Two-way Communication • Use your IFO Book or Deskbook to look at Strengths and Potential Limiters for your Top E-Color (p.11) and read about your combination in the following pages. • What are some ways that a supervisor could use E-Colors understanding to build two-way communication with you?

  15. E-Colors and Two-way Communication • What would you do to draw out contributions from people with top color RED, GREEN, YELLOW, and BLUE?

  16. HOW? WHO? WHY? WHAT?

  17. Practice • Now we’re going to practice the approach we learned earlier. • On the next slide you’ll see two tasks, use this approach to assign the work to your team: • Give an overview of what needs to be done. • Ask: How are we going to do this task? What hazards do you see? • Listen to what they say. Use E-Colors understanding to draw out input from team members. • Ask clarifying questions. • Fill in anything they may have missed. • Check back later to see how it’s going

  18. Practice • Scenario One: Changing a Tire • On a piece of paper, count the number of questions asked and the number of instructions given • How much did the workers speak up? • How well did the workers understand the job at the end? • Scenario Two: Hanging an Overhead Light • On a piece of paper, count the number of questions asked and the number of instructions given • How much did the workers speak up? • How well did the workers understand the job at the end?

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