Engaging Supervision: The Relationship Factor that Can Make or Break Your Team

1. Engaging Supervision: The Relationship Factor that Can Make or Break Your Team Carol Edwards, LCSW Big Bend Community Based Care

2. Session Objectives • Explore differences in styles of learning and behaving and the impact on relationships. • Discover the implications for how the way supervisors see themselves impacts their ability to bring out the best in the individuals within their teams. • Utilize your own personality and skills to tailor supervision to the strengths and style of each individual staff person. • Understand the role of Coaching in Supervision.

3. Decide to Strive for Excellence! • Decide what kind of Supervisor you desire to be. • Identify your strengths and challenges. • Find great examples. • Set specific goals

4. The Two Most Important Keys to Effective Leadership • Trust and confidence in top leadership • Effective communication

5. Inspiring Your Employees • Be passionate • Get your employees involved in the decision making process • Know what your organization is about "A leader sees greatness in other people. He nor she can be much of a leader if all she sees is herself.“ Maya Angelou

6. 3 Keys to Being a More Effective Leader • Knowing your strengths and investing in others' strengths • Getting people with the right strengths on your team • Understanding and meeting the basic needs of those who look to you for leadership.

7. How Leaders Lead: 4 Domains of Strength • 1. Strategic Thinking • 2. Influencing • 3. Relationship Building • 4. Executing

8. Strategic Thinking • Keep team focused on what could be.

9. Influencing • Help their people reach a broader group.

10. Relationship Building • Hold a team together.

11. Executing • Know how to make things happen.

12. 4 Basic Needs of Followers • Trust • Compassion • Stability • Hope Gallup Poll result of 10,000 respondents.

13. Trust • Keep his or her word. • Buffer against unreasonable work demands. • Serve as a supporter between them and upper management. • Will follow through on commitments made. • Will protect them and advocate for them • Has their best interests at heart.

14. Compassion • Balance performance needs of the agency with individual needs of staff. • Make adjustments during high stress periods. • Respond to staff need for support when he or she is struggling with a personal need or issue. • Acknowledge staff regularly. • Pay attention and acknowledge when staff have exceeded expectations.

15. Stability • Have well-known core values that do not change. • Implement consistent practices. • Can be counted on in times of need. • Debriefs difficult professional experiences.

16. Hope • Help others see good outcomes in the future. • Provide a vision that success is possible. • Pace the team and remind them of small successes. • Encourage a positive outlook.

17. What makes a person want to follow a leader?

18. When people are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they can know who you really are.They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted.

19. From Group To Team—Getting There • Leaders should not think of themselves as simply managers, supervisors, etc.; but rather as “team leaders.” • Thinking of yourself as a manager or supervisor places you in a position of traditional authority based solely on respect for the position. • By understanding the personal work preferences and motivations of your team members, you as an individual, rather than your position, will earn their real respect and trust.

20. What do people want from their jobs?

21. Team Elements • A team goal • Productive participation of all members • Communication • Trust • A sense of belonging • Diversity • Creativity and risk taking • Evaluation • Change compatibility • Participatory leadership

22. Common Team Problems • Leaders select too many members in their own image. As a result, teams become unbalanced with too many people overlapping in the same areas, leaving skill gaps in other areas. • Leaders do not understand their own strengths, abilities, and preferences. • Individuals in unbalanced teams feel their talents and abilities are not being used. • Leaders feel they do not know how to motivate people. This is because they do not know them and their individual needs. • Team members feel that the team does not work smoothly. They believe individual work preferences conflict rather than complement each other.

23. Team Leadership • Keep the purpose, goals, and approach relevant and meaningful. • Build commitment and confidence • Manage relationships with outsiders • Create opportunities for others • Create a vision

24. Are You Ready to be a Team Leader? • You are comfortable in sharing leadership and decision making with your employees. • You prefer a participative atmosphere. • The environment is highly variable or changing quickly and you need the best thinking and input from all your employees. • Members of your team are (or can become) compatible with each other and can create a collaborative rather than a competitive environment. • You need to rely on your employees to resolve problems. • Formal communication channels are not sufficient for the timely exchange of information and decisions.

25. Tips for Team Building: • Be Enthusiastic—it's Contagious • Develop a Sense of Urgency • Set Clear Rules of Behavior • Keep Them Informed • Grow Together • Reinforcement Works Wonders

26. Team Mission Our Team’s Mission: • To develop a workforce that is competent, knowledgeable, ethical, compassionate, empowered, collaborative, resourceful and committed to providing excellence in child welfare practice.

27. Team Goals Our Team Goals: • Assist colleagues in creating and maintaining a positive work environment. • Increase morale and job satisfaction by offering opportunities for professional and personal development. • Facilitate a case management redesign effort to reduce workload and realign job tasks. • Develop an action plan and proposal for a training system redesign. • Develop a regular process for increasing communication between training and upper management. • Promote change that improves child welfare practice. • Provide leadership on system initiatives. • Offer cutting edge training. • Increase opportunities for experts to facilitate training and build professional relationships with staff.

28. Over-SupervisionWhere Are You?Under-Supervision

29. DIVERSITY IS AN ESSENTIAL COMPONENT OF A STRONG TEAM “In diversity there is beauty and there is strength.” Maya Angelou

30. Personal Awareness- Knowledge of your own personal values, beliefs, biases, and behaviors and the impact they have on others. • Demonstrate the ability to question one’s own cultural assumptions and expectations. • Demonstrate an awareness of his or her personal biases and beliefs. • Practice what he or she verbally advocates. • Learn about his or her own culture, focusing on how they it impacts their behavior and communication style. • Value and demonstrate a sense of cultural pride.

31. Cultural Awareness and Sensitivity of other Cultures- being aware that differences exist between individuals as well as cultural groups. Approaching individuals and groups with some degree of thought for who they are. • Recognize that everyone has a unique perspective. • Demonstrate a tolerance and even a fascination for difference. • Refrain from trying to impress people from other cultures by telling them everything and everybody they like from that person’s culture. • Refrain from attempting to use the jargon, dialect and style of expression of groups they are communicating with, unless they are bilingual.

32. Knowledge of other Cultures – having knowledge of cultural perimeters, similarities, and differences in how individuals and groups respond to their family, community and society. • Acquire knowledge of other cultures via books, journals, magazines, workshops, etc. • Develop cross-cultural relationships that extend beyond professional boundaries. • Understand that he or she does not know everything about culture and diverse groups. • Expand the circle in which he or she lives; experience other cultures and values.

33. Diversity Development – acquiring a set of behaviors that facilitate meaningful relationship development in one’s own cultural group and many other cultures as well. • Ask questions when you don’t understand. • Listen without making judgments. • When you make a mistake, admit it and accept assistance. • Make decisions based on reliable information and experience. • Question cultural assumptions and check his or her reality before taking action.

34. Learning Styles

35. The Big 3 Reasons Why Coaching is the Key Overcome costly and time-consuming performance problems Strengthen employees’ skills Improve retention

36. Leadership Purpose Statement • My leadership purpose is to facilitate the growth and development of BBCBC training professionals in a manner that affords them maximum work satisfaction. Additionally I am committed to provide outstanding leadership in building an impactful training and professional development program that supports high performance, excellent customer service, dedication to children and families and unparalleled successful outcomes.

37. Closing Message • "I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.“ • Maya Angelou