Communications / For WIZARD KIM

Excellence_in_Supervision_Essential_Skills_for_the..._----_PART_3_Communicating_with_Others_Proactively.pdf

Home >Business & Finance homework help >Communications / For WIZARD KIM

Communicating with Others Proactively

—Mark Shepard, Consultant

P A R T 3

“ By definition, communication means two-way communication. Insecure indivduals don’t like it. Bosses don’t like it, but leaders and innnovators do like it.”

<i>Excellence in Supervision : Essential Skills for the New Supervisor</i>, edited by Debbie Woodbury, et al., Course Technology Crisp, 2001. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/apus/detail.action?docID=3116904. Created from apus on 2019-10-07 06:26:15.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

This page intentionally left blank

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

45 E

xcellen ce in

S u

p erv

isio n

Building Interdependent Relationships In human relationships, there are two major options:

In a dependent relationship one person has most of the power and influence. Person A speaks and B does what he is told, In an interdependent relationship more equality exists. Even though person A may have the authority or position power, she shares it. In most relationships, which option is preferred?

An interdependent relationship is preferred because it builds trust, credibility, and rapport. To achieve excellence in supervision, you need interdependent relationships with employees. They promote the highest morale and productivity. Employees perform better because they want to.

Employees’ perceptions of issues or problems often differ from their supervisor’s perceptions. Unless the supervisor applies key communication skills, the different views can lead to conflicts. The conflicts can cause a lack of trust, rapport, and cooperation

To counteract this, many supervisors and managers resort to autocratic, dependent- relationship approaches to supervising. They act like a bull in a china shop. While short-term they may get where they are going, they leave a mess behind. The by- products are employee ill will and low morale.

Use the Key Communication Skills Checklist on the next page to help you communicate better. You will develop interdependent relationships with employees. They will have better morale, productivity, and attitudes.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

KEY COMMUNICATION SKILLS CHECKLIST Rate yourself on a scale of 1–5 by circling the most appropriate rating for each item. Add all circled numbers to determine your total score.

When you finish, put a plus sign (+) next to three strengths and a check ( ) next to two areas that need improvement.

As a supervisor, I… 1. Take the time to communicate with others 1 2 3 4 5

2. Listen to others’ ideas, especially when I disagree 1 2 3 4 5

3. Question the other person to gain more information 1 2 3 4 5

4. Paraphrase my understanding of the issue 1 2 3 4 5

5. Ask for input from others 1 2 3 4 5

6. Acknowledge others’ feelings, even if they are negative 1 2 3 4 5

7. Treat others with respect and dignity 1 2 3 4 5

8. Seek solutions that can be mutually agreed to 1 2 3 4 5

9. Follow through on my commitments 1 2 3 4 5

10. Follow up to ensure positive communication 1 2 3 4 5

11. Pay attention to the person through good eye contact and helpful body language 1 2 3 4 5

12. Overall, demonstrate that I care about the other person’s situation or need 1 2 3 4 5

Summary TOTAL _________

60–55 Excellent, you are on your way to great communication. Keep learning!

54–44 Okay. You’re doing a lot right. Stay focused and keep learning!

44 or below This is an opportunity to improve. Make a commitment to keep learning!

1=Rarely 2=lnfrequently 3=Sometimes 4=Often 5=Most of the Time

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

47 E

xcellen ce in

S u

p erv

isio n

Communicating One-on-One with Employees A large shipping company was having productivity problems. Employees were concerned about a lack of communication. Management implemented a one-on-one policy. Formally, twice a year, all supervisors were required to meet with employees to review performance. Informally, they were to meet quarterly to discuss progress. Over time communication, morale, and productivity improved. Why was a policy necessary? Too many supervisors were reactive, not proactive, in their communication process. Purpose of One-on-One Discussions

Earlier, we discussed the power of goals. The expectation and goal-setting process requires one-on-one meetings with employees. Here are other ways to use the one-on- one process. Put a check ( ) next to the ones you have used:

Discuss performance issues

Give recognition

Listen to personal problems

Conduct a coaching session

Solve problems

Brainstorm new ideas

Delegate a task

Too often, supervisors won’t take the time for one-on-one meetings because they are too busy. A supervisor who is too busy for employees is too busy to be a supervisor. Daily informal one-on-ones can happen in a couple of minutes. Formal one-on-ones need to be done weekly to quarterly depending on the job. You should meet with inexperienced people more often. You should also meet more often if there is a sense of urgency for better results. These meetings usually take 30 to 60 minutes and will be described in more detail in Part 4: Coaching for Excellence.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

Benefits of One-on-One Communication What’s in it for you? Here are some of the benefits of conducting one-on-one meetings:

Improve communication

Eliminate some problems

Prevent other problems

Demonstrate respect and concern

Increase morale

Enhance performance and productivity

Build rapport and trust

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

49 E

xcellen ce in

S u

p erv

isio n

Delegating Tasks Excellent supervisors delegate. Bill Marriott Sr., chairman and CEO of Marriott International, said, “Don’t do anything someone else can do for you.” The goals of delegating are:

Give an employee a task she can do or can learn to do so you can accomplish other, more pressing goals

Develop your employees’ skills

Accomplish better and faster results

Common Reasons for Not Delegating

Unfortunately, many leaders fail to delegate for a variety of reasons. Put a check ( ) next to any that apply to you:

Lack of confidence in employees

Lack of time to communicate about a task or train the employee in the task

Personal pride and reward in doing a task

Personal competence in a task and desire for it to be done right

Fear of letting go of a task

Don’t know how to delegate

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

How to Delegate

Meet with the employee one-on-one and follow these steps:

1. Outline clear expectations, goals, and reasons for delegating the task.

2. Set timelines.

3. Answer any questions or concerns.

4. Reassure the employee that he can do it. Give needed tools, support, or training.

5. Follow up to check on progress.

A new sales manager was having trouble keeping up with his past accounts and finding new ways to grow the business. He analyzed his job priorities and decided to delegate some of his sales accounts to his salespeople. He soon found time to develop a needed advertising campaign.

Remember, a supervisor’s success depends on employees’ success. As a general rule, delegate to more experienced employees. Learn to delegate tasks that matter to the organization but are hard for you to do because of other priorities.

Use the chart on the next page to organize your thinking and prepare to delegate some tasks.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

51 E

xcellen ce in

S u

p erv

isio n

MAKE A PLAN TO DELEGATE

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

Communicating with a Team

Together Everyone Achieves More

Any time you supervise more than one person, teamwork issues arise. All the supervisory practices we have discussed will help build better teamwork. In Part 5: Dealing with Change Positively, other techniques are added. Another great tool for improving teamwork is to hold regular meetings. Usually monthly meetings will do. Consider the examples below:

Union employees complained about the lack of communication from the company. The supervisor expressed frustration, saying, “You can’t talk to those people about company problems—they only care about their contracts.”

At the urging of management, and with assistance from a consultant, the supervisor co-facilitated some meetings with the represented employees. The employees were updated on company news; their concerns were listened to, and they were asked for their input. Relationships strengthened, morale increased, and the situation improved. The supervisor changed from a dependent to an interdependent approach.

A customer-service department had poor customer survey ratings. To improve, the supervisor created a team of six customer service reps to represent the department. Over a period of months, the team met every week to identify the issues, gain input, and create a plan. After implementing the plan to improve responsiveness and courtesy, the customer-service rating improved.

A new supervisor for a financial-services company felt it was important to improve communication in her department. Performance was mediocre, and the previous supervisor had been fired. The new supervisor instituted weekly department meetings to share information and work on problems. Within a few weeks, performance and morale increased.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

53 E

xcellen ce in

S u

p erv

isio n

Use a Team Approach Hold regular department or work-group meetings to:

Share company and department information

Discuss problems

Recognize results

Conduct training

Communicate about performance results

Create plans

Brainstorm ways to improve

Gain input

Review changes

Check on how people are doing

Guidelines for Team Meetings

Generally, regular weekly or monthly meetings last 30 to 60 minutes. In all meetings:

Have an agenda that you’ve prepared in advance

Take notes or ask someone else to

Start on time

End on time

Get others involved by asking for input and letting others present material

Be a good listener

The next page is a worksheet to help you prepare for meetings. Make a copy of this worksheet and use it to prepare for your next meeting.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

MEETING PLANNER

Department_______________ Date ________________________

Start Time ________________ End Time ___________________

Agenda: Key Topics

Notes:

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

55 E

xcellen ce in

S u

p erv

isio n

Communicating Every Day with Others Jim was a superb supervisor and an excellent manager. When asked what his secret was, he replied with a smile, “Well, I didn’t go to college.” Then he laughed heartily! He added, however, his success had to do with his ability to communicate. He started every day by greeting or talking to employees in his area and, if time allowed, in other departments. The discussion focused on the employee’s vacation, interests, family, or general news. Jim said, “We only talked business if they brought it up.” Over time, rapport developed.

Management guru Tom Peters coined the term “MBWA-Managing By Wandering Around.” It means to be available and to roll up your sleeves to interact and work with employees.

Evidence of Poor Communication

Some common complaints employees have about supervisors’ poor communication skills include the following. Place a check ( ) next to the ones you have experienced as an employee, and add another from your experience:

The supervisor is never around to talk things over or make a decision

The supervisor is always in a meeting

The supervisor spends too much time on the computer pounding out memos or reports

The supervisor is unapproachable because of a negative attitude

The supervisor claims to be too busy to listen about problems and concerns

The supervisor never holds a department meeting

Other:

Communication requires interaction with others. It is an investment. If you give your employees more of your time, they will give you more of their time. other words, treat people with respect, talk to them, listen, and work with them. If you do this, others will give you their best and go the extra mile. Daniel Goleman, author of the book Emotional Intelligence, supports this. He found in his research that the best leaders have the best people skills. Isn’t that what we’ve been discussing?

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

Communicating with Your Manager A CEO was asked what was the number one characteristic that he looked for in a supervisor. He responded by saying, “Initiative!” In other words, a supervisor needs to take action and make things happen. This also applies to communicating with your manager. Some managers do a great job; others do a poor job. Regardless, you need to communicate upward.

Reasons for Communicating Upward

Keep your manager informed of your progress

Build your manager’s confidence in your ability to get things done

Minimize the problems your manager has to solve

Get help when needed

Share your ideas and solutions

A new supervisor quickly discovered he had personnel problems. Three out of seven employees were performing poorly. He wasn’t sure what to do. His manager was the hands-off type and wasn’t helpful. The supervisor talked to another manager to gain ideas on handling the performance issues. Then he created a plan for improvement for each individual. After updating his manager on the problems and solutions, the manager said, “Sounds good; do it!”

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

57 E

xcellen ce in

S u

p erv

isio n

COMMUNICATING POSITIVELY WITH YOUR MANAGER Check ( ) the items below that you will focus on:

Stay on top of things and be aware of what is going on in your

area and around the company.

Be proactive, not reactive—seek ways to continuously

improve.

Be prepared with solutions to problems, rather than just

bringing up problems.

Write goals and plans and talk to your manager about them

even it isn’t requested.

Meet with your manager weekly or monthly to discuss your

progress.

Keep your manager informed about problems or changes—no

surprises!

Follow through on commitments and timelines. Stay

organized to track these.

Go out of your way to build positive bridges with other

departments. Treat them as internal customers.

Clarify priorities; focus on what’s most important.

Take responsibility; don’t blame others. If there are obstacles

outside your control, identify ways to minimize them.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

Cindy, a recently promoted supervisor, wants to delegate ordering of office

supplies and equipment to Jim. Cindy is extremely busy with other priorities.

The following discussion took place:

Cindy: “Jim, I want you to begin ordering new supplies and to create a system to

do it more effectively!”

Jim: “I’m really busy. Besides, it’s pretty routine, isn’t it? Couldn’t someone else

do it?”

Cindy: “Everyone’s busy. I’ve been doing it since I started, and it’s time someone

else took over. I don’t have time anymore. Here are the old procedures. Let

me know if you have questions or problems.”

Jim: “But I do have some questions…

Cindy: “See you later, Jim. I have a meeting.”

What are your reactions to how this delegation happened?

What should Cindy do to follow up?

What should Cindy do better or differently next time?

CASE STUDY 3

Compare your responses to the author’s suggestions in the back of the book.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

59 E

xcellen ce in

S u

p erv

isio n

Strategies for Proactive Communication

Review the strategies below, put a check ( ) next to the ones you will try. Add these to your action plans.

Make a commitment. The Japanese use the term Kaizen, meaning continuous improvement. Use this focus for how you communicate. It’s been said it’s not your aptitude but your attitude that determines your altitude. Be willing to make communication improvement a lifelong process.

Prepare, prepare, prepare. Use the Meeting Planner worksheet to prepare for all your meetings. If you take the time to think things through, you will come across as more positive and more professional.

Ask for feedback. Ask your manager or someone you trust to give you feedback on how well you communicate. Ask this person to rate you on the Key Communication Skills Checklist. Listen to the feedback nondefensively.

Delegate tasks effectively. A way to develop employees is to delegate. It also helps you manage your time better. Delegate priorities to more experienced people and routine tasks to inexperienced people. Effective delegation requires a clear definition of the goal, tasks, and timeline. Give training if needed. Don’t ask someone to do a task and then look over his shoulder while he is doing it. This approach does not save you any time, and the employee will resent it. When an employee succeeds at the delegated task, give timely and specific positive feedback. If the employee does not complete the task successfully, take time to review the steps the employee took, assess the results, and discuss ideas for succeeding next time. Then give the employee another chance. Remember, one of the objectives of supervision is to accomplish more through the work of others. It is your job to coach and counsel employees toward success.

Read other books. See the Recommended Reading list in the back of this book for suggestions.

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .

This page intentionally left blank

C o p yr

ig h t ©

2 0 0 1 . C

o u rs

e T

e ch

n o lo

g y

C ri sp

. A

ll ri g h ts

r e se

rv e d .