Making the transition from Friend to Supervisor

Day 1 Understanding yourself

Self-assessment of skills to benchmark strengths in leadership and management and areas for development Administration of a psychometric profiling tool to identify behavioural preferences (energy, process of information, decision-making and approach to deadlines) to help them understand themselves better and how to manage people of different behavior preferences Developing resilience, dealing with setbacks, stress and pressure Role of an effective Supervisor

 Identify what the the company/team/customer expects of the supervisor, and recognise the suitability of their current relationship with their staff members.  Discussion of the role and characteristics of a ‘leader’ to ‘role model’ behaviour
 Describe their current leadership style and be able to identify appropriate circumstances to adapt this to assert authority in the right way. Making the transition from Friend to Supervisor Deal with authority, responsibility, & being accountable.
 Know how to avoid claims of favouritism and being drawn into conflicts and inappropriate situations.
 Know how to approach “difficult” conversations with staff in the right way to get results.
 How to set objectives for performance with teams and individuals and how to effectively allocate and delegate work

Day 2 Teamworking and collaboration

 How to develop high performing teams and effective teams
 Audit of the team to identify team strengths; areas for development; and opportunities to collaborate with other departments
 Practice of key skills to develop and nurture effective relationships (questioning, listening, communication, rapport-building, body language)
 How to set clear goals for teams and individuals Assertiveness and Personal Effectiveness
 Identify the skills and behaviours displayed by effective communicators and the range of behaviours from submissive through to aggressive.
 Understand how to improve both self-esteem and confidence through positive thinking and actions.
 Identify which situations they find hardest to deal with in an assertive manner at work and techniques for dealing with them.
 Appreciate that avoiding situations will often lead to conflict in the long run.

Day 3 Managing Performance

 Use the ‘GROW’ Coaching Model to maximise impact of coaching sessions, one-to-one reviews and appraisals
 Learn techniques to communicate more effectively to teams and individuals including the importance of giving and receiving feedback, and handling conflict.  Developing confidence and skills to have difficult conversations and disciplinaries
How to motivate others promoting initiative, enthusiasm, and self-responsibility. Onboarding and developing new staff
 Establishing the basics – systems and policies; who’s who (names, roles, responsibilities); values and behaviours; Facilities and amenities; and absenteeism and lateness.
 Putting together an Induction plan – what will they do, when and with whom  Communicating the work flow – what are we actually here to do?
 Carrying out a Training Needs Analysis and putting together a training plan
 Identifying induction activities – Site tours and visits; Customer visits; Attendance of meetings and project groups; Social activities
 Check-ins and one to ones to ensure smooth and effective onboarding
 Appraisals – what are the benefits; how to prepare and manage the meeting; how to motivate; discipline and grievance management; and how to set objectives and plan future development
 How to deliver the 1 month and 3 month review and provide positive and constructive feedback

Day 4 Project Management

 Identify & define the project.
 Clarifying objectives and setting success criteria.
 Define & allocate tasks.
 Identify dependencies, milestones & critical points.
 Analyse resources & allocation and schedule resources accordingly.
 Consider risks and create realistic contingencies
 Know how to evaluate options within projects including how to use and present cost/benefit analysis.
 Be able to measure progress using a range of monitoring and review techniques

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