Assessing Your TeamThe “Motivating” Supervisor’s CalendarAre you becoming a great supervisor?Why do you want to be a supervisor?

 

ASSESSMENT OF YOUR CURRENT WORK “TEAM”
Teamwork has been emphasized as an important part of a successful organization. Some public and private organizations have experimented with and implemented self-managed work teams to improve work quality, productivity and customer service.  As a first-line supervisor, you can use the survey below to assess how well and to what extent your work unit is functioning as a team. Each team member also should be given the opportunity to complete this survey anonymously with a third-party tallying the responses. Once this is done, you should have a clearer picture of where you are with regard to having an effective work team. This assessment allows you and your staff to rate 15 behaviors associated with an effective work team.

 

 RATING SCALE Poor Adequate Good
 TEAM CHARACTERISTIC 1 2 3 4 5 6 7 8 9
1.     Goals - existence, clarity, relevance and use to provide direction for the unit 1 2 3 4 5 6 7 8 9
2.     Unity of purpose - degree to which goals mutually shared and supported by staff 1 2 3 4 5 6 7 8 9
3.    Leadership effectiveness - appropriate to unit  performance 1 2 3 4 5 6 7 8 9
4.    Communication flow - timeliness within the unit and among staff members 1 2 3 4 5 6 7 8 9
5.    Communication effectiveness - openness and candor 1 2 3 4 5 6 7 8 9
6.    Performance expectations - clarity and appropriateness for staff 1 2 3 4 5 6 7 8 9
7.    Commitment - support of  staff  for tasks and work of the unit. 1 2 3 4 5 6 7 8 9
8.    Qualifications of team members - adequacy of individual talents and experiences to the tasks the unit faces 1 2 3 4 5 6 7 8 9
9.    Self examination and monitoring - effectiveness of processes to monitor successes and failures 1 2 3 4 5 6 7 8 9
10.  Professional development - adequacy of opportunities to grow and develop skills needed to be effective team 1 2 3 4 5 6 7 8 9
11.  Job satisfaction - degree to which staff turned on by their work 1 2 3 4 5 6 7 8 9
12.  Trust levels - among staff and between staff  and supervisor 1 2 3 4 5 6 7 8 9
13.  Working relations -  degree to which interpersonal interactions are effective 1 2 3 4 5 6 7 8 9
14.  Performance of  team - degree to which the unit has been successful in progressing toward its goals 1 2 3 4 5 6 7 8 9
15.  Productivity of meetings - efficiency of time usage and quality of decisions made 1 2 3 4 5 6 7 8 9

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After you tally the ratings of all members of your staff as well as your own, you will have a benchmark thermometer of sorts as to the current status of your work unit. Where average scores are in the 7 to 9 range for one of the 15 behaviors, you can take satisfaction with your progress in these areas. They may not need much attention currently. When you find average scores in the 1to 3 range, these areas require immediate attention. Average scores in the 4 to 6 range means these behaviors require further work if you want to maximize the effectiveness and success of your work team.

 

How to be an Asset

 

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THE “MOTIVATING" SUPERVISOR'S CALENDAR
A sample calendar has been developed that provides you with a motivational prompt for each working day in a typical month. Try it with your team and individual team members. It works! Create a blank calendar for the next month and write down something to do each day which is motivating for your team or a team member. Develop a reputation in your organization as a first-line supervisor who gives high priority attention to creating a motivating environment for her or his team.
For Any Month 2016
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
2

Repeat a compliment you have received about someone else

3

SHARE IMPORTANT INFORMATION WITH SOMEONE

4

Say:  "YOU ARE RIGHT!"

5

Find out what you can do to support your staff

6

Recognize someone's good work

9

UPDATE YOUR STAFF ON WHAT IS HAPPENING

10

Schedule an evaluation of a staff member

11

Give a tangible reward for a job well done

12

Use an employee's name when talking

13

Invite someone to join you for lunch (but be careful if superstitious)

16

Accept someone else's opinion

17

Give a staff member a challenging assignment

18

Listen actively and with empathy

19

Delegate responsibility to someone else

20

Say:  "I'M GLAD YOU ASKED ME THAT.”

23

Schedule a training session -- which you lead personally

24

Give the reasons for a decision you made

25

ADMIT A MISTAKE

26

SMILE, grin and look happy

27

Write down someone else's opinions

30

Tell someone why you like their work

31

Take time to laugh or tell a story

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Do you want to be a great first-line supervisor? If your answer is yes, then it might be helpful for you to know what one acts like and feels like. Our description of a great first-line supervisor is based on research, our own experiences as a supervisor and someone supervised and what we have been told in the many training events we have conducted with people transitioning into supervisor and new supervisors learning their craft.
Our great first-line supervisor has six essential characteristics or clusters of behavior. They are:
  1. They successfully meet the important needs of the organization for which they work; the team members they direct; and the customers they serve.
  2. They are noted for their high ethical behavior and work ethic.
  3. They show signs of developing or have key leadership skills, particularly a clear vision, empowerment of team members, and persistence in moving toward their vision.
  4. They strongly believe in and follow the Golden Rule and actually” do unto others as you would have them do unto you.”
  5. They are committed to life long learning and are constantly looking for ways to improve themselves, team members and the work of the team.
  6. People trust them.
If you want to be a great first-line supervisor, here is the target to which you aim. As you can see, the standard for being a great first-line supervisor is high. But with hard work and commitment, you can be this person in your world of work. So, go for it!

 

BECOMING A GREAT FIRST-LINE SUPERVISOR?
Here are 20 questions you can answer to help you plot where you now are with regard to being a great first-line supervisor. You are doing a self-assessment. If you want to validate your point of view or see how it might differ from others, you can have your boss and your staff complete this assessment for you as well. This information will provide benchmark data on what you may need to work on to become better.

 

 

BEHAVIORS OF GREAT SUPERVISORS

NOT AT ALL NOT MUCH SOME OF THE TIME MOST OF THE TIME ALL THE TIME
 FREQUENCY RATING 1 2 3 4 5
1.   I understand, specifically, what the organization expects of me.
2.   I meet each and every expectation the organization has for me.
3.   I have a clear picture of what my employees expect from me.
4.   I meet each and every need of my team members.
5.   I recognize what our customers want from my team.
6.   We meet the needs of our customers.
7.   My behavior as seen by others is considered very ethical.
8.   I pride myself as being honest in what I say and do.
9.   Others would classify me as a hard worker.
10.  With regard to work rules and work hours, I model the behavior expected of my staff.
11.  It is clear to me and my team the direction we need to go to add value to the organization.
12.  I give my team members freedom to solve problems, make decisions and meet their performance expectations.
13.  Obstacles are just challenges to me and I overcome them.
14.  I treat all people with respect and dignity.
15.  I am sensitive to the needs of others.
16.  I am also learning new things related to what I do.
17.  Our team constantly is looking for ways to improve and find a better way of doing things.
18.  My instinct is to trust other people.
19.  Others I deal with trust me.
20.  Excellence is not a slogan, it is our constant target and goal.
SUB TOTALS
TOTAL POINTS                                                 

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Now you can compare your answers and scores. The best score you could have is 100 points. The worst score would be 20 points. Where did you come out? Which of the 20 behaviors of a great supervisor received the best or highest scores. Which of the behaviors received the lowest scores? What do you plan to do to become even a better first-line supervisor in the future? Good luck! You can get there!

 

WHY DO YOU WANT TO BE A SUPERVISOR?
There are 16 statements listed below related to why someone might want to be a first-line supervisor. Please identify the eight (8) factors that most reflect why you might want to be a supervisor or why you agreed to accept a supervisory position. Please be candid in selecting your eight responses.

 

 Reasons For Becoming a Supervisor A Reason Important To You
1. I would secure a higher status in the organization.
2. I could improve or sustain the quality of the work done.
3. I would no longer have to do much of the boring or distasteful line level work.
4, It would provide me with new work challenges.
5, I would have more control over what was being done and who does it.
6. I could strengthen or sustain the training provided to work team members.
7. I could treat worker team members the way they should be treated.
8. It would give me more authority over people.
9. I would have greater flexibility on how I dressed for work.
10. My pay would be higher.
11. I would have a chance to improve or sustain customer service.
12. I would have greater flexibility on how I use my time.
13. I would have a better work environment and space.
14. I could improve or sustain the productivity of the work team.
15. It would give me the chance to learn new things.
16. It would get me out from under a mediocre boss.
Total Points

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Scoring and Interpretation
Review your eight selections. Give yourself 5 points each if you selected numbers 3,4,5,6,7,11,14, and 15. You get 0 points for each of the other eight selections.
From an organization’s standpoint, the highest and best score you could get is 40 points. The closer your score is to 40 the more likely the organization you work for will be excited and supportive about you becoming a supervisor and fulfilling that role. A high score suggests your motivation for supervising is compatible with what most organizations want from their supervisors. The further away you are from 40 points, the larger the gap between your reasons for being a supervisor and those the organization might have for you to be in this important role.

 

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