Leading focuses on establishing direction, aligning employees based on the direction, and motivating and inspiring employees to succeed.

Managing focuses on short term results. Managing involves planning, budgeting, organizing and staffing, and control and problem solving functions.

Becoming a successful supervisor requires making changes in your operating style to adapt to your new role and responsibilities

1. Rethinking your relationships with work friends who are now your subordinates
2. Letting go of the tasks you used to do and trusting your team to get those asks done.
3. Keeping an eye on the big picture and longer-term goals.

• Involving employees in decision making
• Delegating effectively
• Identifying and resolving problems
• Making jobs more interesting and rewarding
• Building relationships
• Focus on employees strengths
• Be a leader not a boss
• Take the time and effort to identify problems before they get out of hand.

1. Responsibility: Give the employee full responsibility for the specific task you are delegating and clear goals.
2. Authority: The employee must have sufficient authority to complete task.
3. Instruction: Employee needs specific instructions on the expectations and work processes and regular feedback to ensure successful completion.
4. Accountability: Team member must be held accountable for completing the task and achieving the desired outcome. 

• Leaders inspire rather than intimidate
• Motivate rather than monitor
• Mobilize rather than manage
• Leadership is a partnership that requires shared committment and consent from those who choose to follow the leader
• Consent comes through the development of respect, trust and committment

1. Role
2. Reputation
3. Behavior

1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart

1. Clarify values
2. Set the example
3. Envision the future
4. Enlist others
5. Search for opportunities 
6. Experiment and take risks
7. Foster collaboration
8. Strengthen others
9. Recognize contributions
10. Celebrate the values and victories

• Develop a strong committment to public service ethics
• Find worthy models and mentors
• Become a lifelong learner
• Find the challenges that are right for you
• Develop a plan to improve your leadership skills and capacity
• Feedback for self awareness 

• Self care and personal development
• Physical and emotional fitness
• Intellectual fitness

Becoming an effective and successful leader is a lifelong journey.

• Practice of leadership is a blend of concern for others and concern for task
• Few leaders are born, leadership can be learned
• Avoid relying on the power and authority associated with your position to lead and motivate
• Earn the trust and respect of your employees
• How others perceive your behavior and how it effects them
• Leadership self care and learning help contribute to your success as a leader

• Equity
• Trust and transparency
• Honor
• Integrity
• Committment
• Stewardship

• Accountability
• Awareness
• Authenticity 

1. Know the rules
2. Walk the talk
3. Teach the way
4. Hold the line

Values 

Goals

Tactics

Measures

• Values: What the organization stands for.
• Goals: Specific outcomes to be achieved
• Tactics: Specific short-term steps to help achieve the goals
• Measures: Quantitative or qualitative indicators of progress

Visualized

Inspirational

Specific

Time bound

Assessable

Specfic

measurable

Attainable

Relevant

Timely

One approach to providing structure.

What is called the Deming wheel?

Drew a box with urgent, not urgent, important, not important. Box A B C.

Organizing your to do list so you always know what's next when you have time available.

• Do it
• Delegate it
• Defer it
• Delete it

• Well maintained equipment 
• No worker injuries or claims
• Minimal employee turnover

1. Forming
2. Storming
3. Norming
4. Performing

1. Show team members where they fit into the system
2. Hold regular meetings
3. Set goals with your team members
4. Encourage team members to suggest solutions to problems
5. Let team members tell you things you may not like to hear
6. Let team members help set standards
7. Respect diversity

1. The sender
2. The message
3. The medium
4. The receiver 
5. Feedback
6. Noise

• Open
• Nervous
• Closed
• Interested
• Angry or hostile
• Bored

• Listen to what the employeeis saying w/o judging
• Try to identify and acknowledge the employees feelings
• Paraphrase by using your own words to restate what you heard the employee say
• Ask open-ended questions

1. Examine your own motives
2. Consider the receivers readiness to hear your feedback
3. Give feedback promptly 
4. Be descriptive than judgemental
5. Deal in specifics not generality
6. Own the statements you make
7. Offer feedback but don't impose it
8. Avoid words that trigger emotion
9. Remember that not providing feedback is a message itself

• Traditionalists: born between 1922 and 1945
• Baby boomers: 1946-1964
• Generation X: 1965-1980
• Generation Y: millenials 1980-2000

A process designed to welcome, educate, and connect new employees to the organization, and their specific work unit.

1. step one: define expectations
2. Assess employees knowledge and skills
3. Set targets for development 
4. Provide training
5. Monitor progress/provide feedback

• Be a conversation partner
• Define the outcomes
• Clarify performance expectations
• Build dynamic capability
• Engage your team members interests and passions
• Recognize teachable moments
• Use multiple coaching media
• Provide recognition and rewards

• Empathy
• Caring
• Listening 
• Confidentiality
• Identifying employee needs
• Being supportive, providing advice
• Referring to EAP
• Seeking assistance from HR dept.

1. Monitor and assess
2. Create solution
3. Develop plan
4. Get input
5. Identify problem

• Act promptly
• Get all the facts
• Decide what action to take
• Hold a disciplinary interview
• Use the appeal procedure

• Catch employees doing something right
• Provide ongoing feedback, and seek out teachable moments
• Assess your own ability to coach and counsel
• Conduct regular meetings to discuss changes in policies and rules
• Know HR rules and regulations of your organization 

• Ongoing
• A year long process
• Establishing performance criteria
• Setting goals
• Setting standargoals conduct
• Conduct evaluation interview
• Maintain employee records

• The central tendency effect: rates everyone at midpoint of the scale.
• Recency factor: based on recent event
• Halo or horn effect: performance in one area influences the ratings for other areas
• Personal bias

• Physiological needs
• Security needs
• Social needs
• Esteem needs
• Self actualization or self fulfillment needs

Lower level needs must be satisfied before higher level needs have any effect on motivation

Abraham Maslows's hiearchy of needs 

Note: Individual needs are organized on a hierarchal ladder.

The lower needs must be satisfied before higher level needs have any effect on motivation.

• Physiological needs; food shelter, clothing and environment that sustains life
• Security needs: physical, safety and orderly environ.
• Social needs:acceptance and sense of belonging
• Esteem needs: self respect and respect of others
• Self actualization or selfulfillment needs:full development of individual abilities and a satisfying personal life

Herzberg's motivation factors 

Factors most likely to motivate

• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth

• Policies/admin
• Supervision
• Relationship with supervisor
• Work conditions
• Salary
• Relationships with peers
• Personal life 
• Relationships with subordinates
• Status and security 

• Giving your employees opportunities to succeed and experience high achievement 
• Recognizing and celebrating good work, talent and effort
• When possible, allowing to take on additional responsibilities and work toward opportunities for advancement 
• Helping employees develop their skills abilities 

1. Autonomy
2. Mastery
3. Purpose

Respect

Empowerment

Supportive feedback

Partnering

Expectations

Consideration

Trust

Ways to cultivate purpose among your employees:

• Promote a supportive team environment
• Model a positive attitude
• Align employees and their work with a larger strategic vision and values by highlighting connections between their efforts and the end results
• Provide fair and desirable rewards and recognition
• Trust employees to do the right thing

16 personality types;

• Extrovert or introvert
• Sensing or intuition
• Thinking or feeling
• Judging or perception

1. Share info strategically 
2. Respect your managers role as a generalist
3. Be a problem solver
4. Exercise initiative
5. Under promise and overdeliver
6. Avoid surprises and nevebluff
7. Support your managers leadership
8. Meet your manager where he is
9. Earn trust by doing good work

• How quickly
• Big steps or little steps
• How many changes
• Right now or later

• Is this a good change
• Does it comply with safety regs
• Does it conflict with any working conditions 
• Will it reduce costs. Increase services levels, improve quality.
• How might your improvement affect the work of other units and depts.

Implementing change is difficult

• I like the old way
• It'll take to long to switch everything
• It probably won't work anyway
• You should have seen the last time they tried this.
• Sounds complicated
• I just got he hang of this
• What if the new way is to hard
• What if they won't need me anymore

1. Loss
2. Doubt
3. Discomfort
4. Discovery
5. Understanding
6. Integration

1. Promote the why
2. Promote the how
3. Maintain momentum

1. Support the change, not the resistance 
2. listen for questions and suggestions
3. Provide well instruction and coaching
4. Monitor progress and enforce accountability
5. feedback break
6. break change into smaller steps
7. Provide simple job aides
8. Celebrate the teams success

• Discrimination: is making a choice such as what you eat for supper or your favorite or your favorite color
• Illegal discrimination: is making biased employment decisions against a person because of their protected characteristics
• Harassment: is a legal term describing a form of discrimination where a person is subjected to threatening, intimidating, embarrassing, or other offensive and unwelcome behavior because off gender, race, ethnicity, disability, religion etc.

• Pressure for sexual favors
• Derogatory ethnic or racial jokes, gifts, images, graffiti, emails, tweets, or comments about a persons gender, religion, age, color, race, weight, medical condition,or other protected characteristic
• Sabotaging an employees work or withholding information from the employee because of gender, religion, sexual orientation, disability or other protected characteristic 

Policy identifies:

• Types of prohibited behaviors

1. Supervisor and employee responsibilities in preventing workplace harassment 
2. The process for filing a complaint

• Prohibits discrimination in hiring, promotion, discharge, pay, benefits, job training, classification, and other aspects of employment on the basis of race, religion,color, national origin, sex, age, disability, pregnancy, and other protect characteristic 

Entitles eligible employees to take up to twelve weeks of leave during any twelfth month period for one or more of the following reasons

• Birth of and care for a child
• Placement of and care for a child through adoption or foster care
• Care for the employees spouse, son, daughter, or parent with a serious health condition

• Know your organizations harassment policy and complaint process
• Estab and maintain a harassment and discrimination free work environment 
• Encourage respectful behavior 
• Recognize behavior that is prohibited
• Respond appropriately to all complaints

1. Receive the complaint
2. Obtain details
3. Respond appropriately to the complaintant's concerns and questions
4. Close the interview

• Drawing a line between acceptable and not acceptable behavior
• Applying effective communication techniques to stop harassment and disrespectful behavior

1. Document your conversation
2. Objectively identify the specific behavior that is prohibited
3. Identify the policy that prohibits the behavior
4. Respond to questions and concerns from the employee
5. Ask the employee to stop the prohibited behavior
6. Safe for and receive the employees committment to stop the specific behavior and any similiar in the future
7. Contact the HR dept to report your conversation and the outcome
8. Monitor the workplace to ensure behavior has stopped

Retaliation is prohibited by federal law and your organizations harassment policy

• Examples of retaliation

1. Avoiding the complaintant In the work place
2. Drawing unnecessary attention to the compl.
3. Spreading rumors about the compl.
4. Trying to find out who made the complaint 

• Become familiar with harassment discrimination policies
• Learn to recognize prohibited behavior 
• Treat your employees respectfully
• Take every complaint seriously
• Use the 4 step process for receiving complaints
• Interven when you witness prohib behavior
• Use 8 step process for carrying out an effective intervention
• Prevent retaliation

• Clear and easy to reference safety guidelines and policies
• Joint management and employee development of the plan
• Clear and well understood duties for all areas of the safety program
• Accountability among all employees for achieving workplace safety goals
• A review of operations annually to evaluate the plans effectiveness

Safety

you can start with theses 2 actions

• Conduct a workplace safety analysis
• Develop a corrective action plan

• People: when properly trained and motivated, less accidents 
• Equipment
• Materials
• Work environment 

• Safety is everyone's responsibility
• Take advantage of resources provided to increase safety
• Be familiar with policies, procedures
• Support employee participation in program
• Be a noodle for safe work performance and health living

• Accessibility 
• Professional work environment
• Courtesy
• Org culture
• Team appearance
• Interpersonal communications and engagement
• Listening skills
• Empathy
• Credibility and competence
• Use of technology
• Ownership