The Trickledown Effect Training all Managers to be Better Supervisors

1
The Trickledown EffectTraining all Managers to
be Better Supervisors

• Presented by
• Lesley Mallow Wendell
• Rosewood Consulting Group
• www.rosewoodconsultinggroup.com

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Agenda

• Introductions and expectations
• The case for good management
• Creating a culture of effective management
• Management vs. Leadership
• Who, what, where, how
• Getting started next steps

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The Case for Developing Managers in Your
Organization

• Organizations that are well managed are more
  successful they have less turnover and
  increased morale
• Staff members who are passionate about the
  mission and excel at service delivery do not
  necessarily excel at supervising others who
  deliver services

4
The Case for Developing Managers in Your
Organization

• Funders are demanding more sophisticated outputs
• The costs associated with
• Turnover
• Poor performance
• Low morale
• are higher than you might think

5

• Employees dont walk away for more money
• They walk away from mediocre managers

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Creating a Culture of Effective Management

• What is the difference between managers and
  leaders?
• Should you develop leaders or managers or both?
• What are the critical skills and competencies and
  how do you measure them?

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Creating a Culture of Effective Management
(continued)

• External CEO/Internal COO
• Recruitment and selection
• Employee professional and career development
• Performance management

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Creating a Culture of Effective Management
(continued)

• Resources for developing skills
• Training
• Coaching
• Facilitating
• Evaluating

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Resources

• Technical assistance grants
• Professional associations
• Board
• Local companies

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Critical Competencies

• Knowledge and Technical Competence
• Strategic and Visioning Skills
• Personal and Interpersonal Emotional Competencies

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Personal and Interpersonal Emotional
Competencies

• Self observation
• Self-management
• Interpersonal awareness
• Effective communication
• Personal credibility
• Empowerment of others
• Managing performance

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Personal and Interpersonal Emotional Competencies
(continued)

• Delegation
• Facilitating collaboration
• Flexibility/Adaptability
• Providing motivational support
• Managing change

13
Getting Started

• Assessing where you are now
• What competencies are most important
• Are there internal experts who have effective
  managerial skills
• The appreciative approach
• Performance management is a good place to start
  implementation

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Performance Management

• Developmental vs. disciplinary
• Individual action plans
• Coaching and feedback

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Wrap-Up and Questions

• Commit to doing one or two things in the next
  month to develop good management skills in
  yourself and your staff
• Contract with a friend or colleague to check in
  with you about your progress
• Make an effort to share best practices and ideas
  for resources