Supervise Manage Lead2

Supervise, Manage, Lead!: 

Supervise, Manage, Lead! Officer Development

Welcome: 

Welcome Review Agenda Housekeeping Items Icebreaker and Introductions Workshop Guidelines

AGENDA: 

AGENDA DAY ONE Welcome Company Officer Roles and Responsibilities Transition to Supervisor Organizational Overview Self Awareness Activity - Myers Briggs

AGENDA: 

AGENDA DAY TWO The Power of Coaching Introduction to Decision Making Model Pre-plans

Housekeeping Items: 

Housekeeping Items Fire Exits Bathrooms Lunch Cell phones

Introductions: 

Introductions Please introduce yourself with the following information: Name Work Background One thing people might not know about you that is TRUE and one thing that is FALSE

Guiding Principles: 

Guiding Principles We are all here to learn…there are no dumb questions Participation is key – you will get as much out of this session as you put in Let’s have fun along the way! There will be a 50 question exam at the end of Day 2

Slide8: 

So, you want to be a Company Officer…

One thing you need to know…: 

One thing you need to know… Nothing is as simple as it seems

What you can see…: 

What you can see… May only be a small part of the whole picture

Company Officer Roles & Responsibilities: 

Company Officer Roles & Responsibilities Supervise, Manage, Lead! Job Description Company Officer Perspectives What will be different? What kind of company officer do I want to be?

Supervise, Manage, Lead!: 

Supervise, Manage, Lead! Company Officer is a first line supervisory position Not just a supervisor, also a manager and a leader

Company Officer: 

Company Officer Critical role in the department both at a call and in the hall Direct, daily impact on staff First line contact with citizens Your job from here on will involve mainly training & supervision. Tactical duties are no longer the majority of your job

Career Path: 

Career Path

Job Description: 

Job Description Read job description

Video: 

Video Perspectives of a Company Officer

What will be different?: 

What will be different? All eyes are on you The buck stops with you Need to consider the bigger picture Proactive vs. reactive You are the boss! Cheerleader for your crew Operating with less information Buffer between crew and others You will never please everyone

Leadership Style: 

Leadership Style Exercise

A strong leader should…: 

A strong leader should… Lead by example Encourage input from others Encourage independent thought Show trust Listen and act on problems Show appreciation Communicate effectively Provide clear expectations Instill confidence and nurture self esteem Have a genuine interest and caring in the person and their problem Focus on the situation, issue or behaviour

What kind of Company Officer do I want to be?: 

What kind of Company Officer do I want to be? Who are you role models, good and bad? How do I want to be remembered by the people who have worked with me?

QUOTE…: 

QUOTE… “Everything can be taken from man but one thing: the last of the human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way…” Viktor Frankel

Slide23: 

The longer I live, the more I realize the impact of attitude on life. Attitude, to me is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than success, than what other people think or say or do….

Slide24: 

It is more important than appearance, giftedness or skill. It will make or break a company…a church…a home. The remarkable thing is we have a choice every day regarding the attitude we will embrace for that day

Slide25: 

We cannot change our past…we cannot change the inevitable. The only thing we can do is play on the one thing we have, and that is our attitude. I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you…we are in charge of our attitudes.

Stimulus - Response: 

Stimulus - Response In between stimulus and response there is this place where you have choice Understanding that this choice exists is what is powerful

Attitude: 

Attitude As a company officer, firefighters will be looking to you as an officer for guidance Your attitude and the directions you give will serve to motivate OR de-motivate your crew You must first, choose what kind of day you are going to have And this will have a direct impact on the kind of day your crew will have.

QUOTE…: 

QUOTE… The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice, there is little we can do to change, until we notice how failing to notice shapes our thoughts and deeds. Ronald Laing

3 Key Questions: 

3 Key Questions Who am I? How do others view me? What is my impact on others

Myers Briggs Personality Type Indicator: 

Myers Briggs Personality Type Indicator

AGENDA: 

AGENDA DAY TWO Coaching Introduction to Decision Making Model Pre-plans

The Power of Coaching: 

The Power of Coaching

What is Coaching?: 

What is Coaching? To bring a person from where they are to where they want to be

What is Coaching?: 

What is Coaching? Coaching is the every day communication that happens between a company officer and his crew. It is focused on improving current performance and enhancing skills for the future.

Coaching Includes:: 

Coaching Includes: Orienting new employees Addressing poor performance Providing instruction Recognizing excellent performance Directing employee’s efforts Listening to + responding to employee concerns Providing encouragement Removing barriers to performance

Why people don’t perform well…: 

Why people don’t perform well… Lack of Knowledge Lack of Ability Lack of Effort Coaching Counseling

Coaching Conversation: 

Coaching Conversation Describe the performance area and why it is important Seek the employee’s opinion Ask employee to identify ways to improve performance Give feedback on employee’s ideas and add your own Set a follow up date/time Express confidence and support

Positive Feedback: 

Positive Feedback 1.    Do it now. 2.    Make it public. 3.    Be specific. 4.    Make a big deal out of it. 5.    Consider the receiver. 6.    Do it often. 7.    Do it evenly. 8.    Be sincere.

Positive Feedback: 

Positive Feedback Look for the positives, anyone can pick out the negatives If we focus on the positives, the negatives tend to go away Catch your crew doing something right

What if Coaching Fails?: 

What if Coaching Fails? Move to Counseling Style Use rating forms, put a performance improvement plan in place Counseling is the step before discipline Most situations never move beyond counseling

How it all works together: 

How it all works together Coaching Feedback Motivation Commitment

Leadership Styles: 

Leadership Styles Directing - provides guidance Coaching - instructs and acts as a role model Supporting - reassures, compliments, and encourages Delegating - moves responsibility for group tasks, solutions, and decisions to group members

How to motivate your employees!: 

How to motivate your employees!

Decision Making: 

Decision Making We make hundreds of decisions every day that we don’t think about As a supervisor the number of decisions will increase dramatically There are usually more impacts to decisions as well (ie. safety of crew members, people’s careers etc..)

Risk Frequency Analysis: 

Risk Frequency Analysis

Decision Making : 

Decision Making Most of the things that you do in your job today are high frequency and your past experience will show you how to do it right the first time As you move to becoming a company officer you will have many more low frequency tasks where you don’t have the benefit of past experience to guide you Today is all about helping you through those low frequency tasks AND you already know the answer!!!

Decision Making Protocol : 

Decision Making Protocol Personal Values Department Values Department Policy Problem Objective Strategy Tactics Evaluation In the Hall AND At a Call

Decision Making Protocol : 

Decision Making Protocol Personal Values Department Values Department Policy Problem Objective Strategy Tactics Evaluation Entry Point Work down Then Up

Problem Definition: 

Problem Definition What are the issues? What information and documentation do I need? Who do I need to talk to? (Key players, subject matter experts, etc…) Am I able to address this issue? Is there discretionary time or not? What are the potential consequences of my action (or inaction)?

Department Policy: 

Department Policy What is the current department policy regarding this issue? What is our past practice regarding this issue?

Department Values: 

Department Values Is it the right thing to do under the circumstances? Does my decision support NFR Values? PRIDE PROFESSIONALISM TEAMWORK RESPECT

Personal Values: 

Personal Values How do I feel about this issue? What are my personal filters? (assumptions, beliefs, biases etc..)

ChallengingAssumptions:: 

Challenging Assumptions: From Awareness to Action

What Are Assumptions?: 

What Are Assumptions? “The source of information we rely upon when we don’t have or don’t want the facts”

Ladder of Inference: 

5. I act 4. Adopt beliefs 3. Draw conclusions 2. Add meaning 1. Select data Ladder of Inference

EXERCISE: 

EXERCISE Ladder of Inference

Ladder of Inference: 

I am going to offer to buy his lunch next tour It must be because rookies make such low wages He must not be able to afford to buy lunch He brings a bag lunch of a sandwich and apple The new rookie never gets in on lunch Ladder of Inference Select Data Add Meaning Draw Conclusions Adopt Beliefs Act

Ladder of Inference: 

I am going to make sure there are no females on my crew A female could never pull me out of a fire She must only weigh 100 lbs soaking wet I saw a female firefighter struggle to carry a ladder from the rig Ladder of Inference Select Data Add Meaning Draw Conclusions Adopt Beliefs Act The Fire Department is no place for females

Slide59: 

Techniques to Challenge Assumptions Right Way! Inquiry Tell us more about that What makes you say that? I think that…

Techniques to Challenge Assumptions: 

Techniques to Challenge Assumptions Wrong Way! Advocacy I think… Well, I think…

Left Hand Column: 

Left Hand Column What you are thinking but not saying Related to assumptions Once brought to awareness you can manage Confirmation Bias

Objectives: 

Objectives What is the outcome I am trying to achieve? How will I be able to rationalize and explain my decision to others?

Tactics: 

Tactics How will I implement my decision? Who needs to know? What do I need to document?

Evaluation: 

Evaluation How will I follow up and monitor the situation? What have I learned from this experience? How could I improve the next time I face a similar issue? Is there an opportunity to share what I have learned? We find comfort among those who agree with us, Growth among those who don't. Frank A.Clark

Pre-plans: 

Pre-plans Template Example Working groups

Example of Template: 

Example of Template Issue: One of your crew members likes to wear his hair long over his ears and collar. It is always neat and clean, but its length does not conform to department standards. He is quite vocal about wearing it the way he likes. His opinion is that if female firefighters can have long hair, then he should be allowed to do the same.

Problem Definition: 

Problem Definition What are the issues? - Crew member is violating department hair and dress standard policy What information and documentation do I need? - Is the employee aware of the policy? - Has a clear expectation been set for him? Who do I need to talk to? - The employee, his former captain Am I able to address this issue? - Yes, as his Captain I am the one who ensures my crew follows the department policies and procedures Is there discretionary time or not? - Yes, there is discretionary time. I do not need to make a decision right now What are the potential consequences of my action (or inaction)? - If I don’t enforce the policy, then my crew will question my leadership. Some may not like the decision, but it is my job to ensure my crew follows the established policy and procedures of the department

Department Policy: 

Department Policy What is the current Department policy on this issue? - refer to the NFR Policy and Procedures Manual: Hair and Dress Standard What is our past practice regarding this issue? - Have we allowed others to violate the policy. If so, why?

Department Values: 

Department Values Is this the right thing to do under the circumstances? - Ensuring compliance with policy and procedures has to be consistently done. I do not see any extenuating circumstances that would Does my action support NFR Values? - Reinforcing the value of Pride: Taking pride in being a Nanaimo Firefighter and Professionalism: presenting a professional image to the public

Personal Values: 

Personal Values How do I feel about this issue? - Will be different for each person What are my personal filters? - Will be different for each person

Objectives: 

Objectives What is the outcome I am trying to achieve? - I need to enforce the policy - the employee needs to understand why it is important to comply with policy and the consequences for non-compliance - my crew needs to see me consistently applying policy How will I be able to rationalize and explain my decision to others? - The policy is in place to ensure that we have a professional image and show respect for the NFR uniform. Many other departments have chosen different standards but this is the standard that NFR has. You may not personally agree with the standard, but if you choose to work for NFR than it is the standard you will need to comply with. The rest of our crew and department respect this standard and I am asking that you do as well

Tactics : 

Tactics How will I implement my solution? - Meet with the employee, outline the policy, explain the importance of compliance and what my expectations are. - Give employee until the beginning of next tour to comply with policy Who needs to know? - advise the Assistant Chief of what I have done - talk to the crew if they ask about the situation What do I need to document? - document in your notebook the date and the conversation, specifically his understanding of the policy and your expectations. This will be helpful if moving to a disciplinary step

Evaluation: 

Evaluation How will I follow-up and monitor the situation? - I will see if the employee cuts his hair to standard on the first day shift of the next tour. - if he does I will reinforce him for his decision to comply with policy - if he does not I will advise the Assistant Chief and recommend that he be charged for non-compliance with policy What have I learned from this experience? - Will be different for each individual How could I improve the next time I face a similar situation? - Will be different for each individual Is there an opportunity to share what I have learned? - Will be different for each individual

Pre-plan Practice: 

Pre-plan Practice Divide into groups Work on a pre-plan based on a scenario Each group will work on a different scenario (30 min) Report back to entire group (5 min each)