Making the Transition from Staff Member to Supervisor

COURSE OUTLINE:

Description

Here's your opportunity to establish your presence as a new boss, buildcredibility, and adapt your unique style to every situation that comes your way.

This seminar covers the nuts and bolts to prepare you to take your firstsupervisory role, from setting goals for your team to tackling difficultconflicts. With exercises, feedback, and practice, you will return with the toolkit to confidently take on any new task with greater ease and improvedconfidence.

Audience

  • Newly promoted supervisors with less than one year of experience in thisposition
  • Process and production supervisors who want to enhance theireffectiveness through supervisor training

Learning Objectives

  • Understand your new role-from your perspective and that of your boss,peers, and subordinates
  • Establish a presence as a new supervisor
  • Build credibility as you establish new relationships
  • Flex your individual style with ease and adapt your style to those withdiffering styles
  • Delegate tasks to others, focusing on clear quality standards
  • Implement a feedback system
  • Tailor training to meet the needs of adult learners and improveperformance
  • Distinguish what motivates peers, employees, and superiors
  • Gain awareness of basic laws and regulations as they apply to performancereviews, including EOE and ADA
  • Avoid potential litigation with your new legal awareness
  • Gain techniques and strategies to manage time and schedule workload
  • Prioritize your new tasks more effectively

1. Letting Go of Your Former Role

  • Establish your overall objectives for the course
  • Three phases of the change process
  • The greatest challenges for new supervisors and the pitfalls to avoid
  • What your boss, employees, peers, and senior management expect from youin your new role
  • Recognize what you have to let go of and what you have to learn, anddevelop strategies for doing so

2. Defining Your Personal Behavioral Style

  • Identify your own behavioral style preferences
  • The best way to communicate with bosses, peers, or employees whose stylepreferences differ from yours
  • Build better working relationships with others by identifying andadjusting to their personal behavioral styles

3. Setting Goals for Yourself and Others

  • Set SMART goals for yourself and others
  • Delegate tasks with focus on quality standards
  • Complete a delegation worksheet

4. Giving and Receiving Feedback

  • Criteria for giving effective feedback
  • Deliver both supportive and corrective feedback using the instantfeedback device
  • How to receive feedback effectively

5. Understanding Adult Learners

  • Your obligation to train your employees
  • Particular needs of adult learners
  • Five-step on-the-job training model
  • Meet the needs of visual, auditory, and kinesthetic learning styles

6. Motivating Others

  • How to use the needs theory of motivation to handle workplace issues
  • Relate motivation theory to personality style, goal setting, andcommunication preferences

7. Developing Legal Awareness

  • Basic laws governing all aspects of the performance cycle
  • Your obligations in the face of these laws
  • Demonstrate your legal awareness by correctly answering a written quiz

8. Managing Your Time

  • Distinguish urgent from important
  • Use a prioritizing tool to clarify your priorities
  • Specific "quick hits" for managing time effectively
  • Techniques for protecting your time from infringement by others

9. Planning for Action

  • Select three SMART goals for yourself
  • Develop a personal action plan for continuing supervisory development