Developing Potential Australia

The new supervisor

Two days

A practical two day course providing essential skills for leading employees at work. Throughout the program participants apply the skills to case studies.

Participants also gain an insight into their preferred approach to supervising, its strengths and limitations. They then identify strategies to make the most of their natural strengths.

Day One

Making the transition to supervisor

• How to move from technical expert to people manager
• Becoming a respected leader - not just ‘the boss’
• How the way you 'work' changes when you become a supervisor

What are your strengths and weaknesses as a supervisor?

• Questionnaire: How do you respond to situations?
• What are your natural strengths as a supervisor?
• Strategies to make the most of your natural talents as a supervisor

Choosing the right supervision strategy

• How to pinpoint the cause of underperformance
• The 4 strategies to address any performance issue: Directing, Coaching, Consulting & delegating
• How to choose the right strategy at the right time
• How to change strategies as an employee’s performance changes

Case studies

Participants apply the techniques to a series of case studies, including:

• An experienced employee doesn’t respect your instructions
• A trainee is unclear about their job
• Two employees are constantly arguing
• You have to give the team ‘bad news’ about a major change
• An employee has personal issues that are affecting their work 

Giving constructive praise and criticism 

• How to give credible praise
• The words and phrases that inflame sensitive employees
• How to turn make sure you focus on a person’s behaviour, not their personality
• Turning vague ‘waffle’ into specific examples
• How to stop criticism being perceived as a personal attack   

Communicating with your team
 

• What supervision structure will work best for you?
• Covering the relevant information in meetings with your team
• Managing face-to-face communication 

Dealing with difficult people

• When and where should you discuss performance or behavioural issues?
• What can you discuss and what must you avoid?
• How to ask the right questions to guide the discussion

Day Two

Motivating a team

• What actually motivates people at work?
• Understanding Herzberg’s theory of maintenance factors and motivators
• What motivates different employees e.g. different ages, gender, personalities?

Developing goals with your team

• Critical factors in developing targets and goals 
• The importance of planning before setting your goal 
• How to determine wihcih goal is the right goal

Delegating work 

• Why do so many supervisors avoid delegating work?
• What are the benefits of delegating work?
• The essential steps in delegating work to employees
• How to monitor progress without looking over a person’s shoulder

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