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UW Sometimes and Aspiring Supervisor Series Week 8
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3rd
Theme: Putting It All Together
Managing Projects and Processes
“We must not cease from exploration. And the end of all our exploring will be to arrive where we began
and to know the place for the first time.” T. S. Elliot
AGENDA
1. Stephen Covey’s 7 Habits of Highly Effective People
2. Put First Things First
4. Urgent versus Important
5. Tools for Managing Projects
6. Tools for Managing Processes
7. Plan a Staff Retreat at UW
8. Letter to Myself
9. Graduation!!
Readings:
1. Summary of 7 Habits, Stephen Covey
2. Urgency Index, by Stephen Covey
References:
1. Covey, Stephen. (First Printing 1989). 7 Habits of Highly Effective People, Powerful Lessons in Personal
Change, New York: Fireside by Simon & Schuster.
2. Covey, Stephen; Merrill, Roger: and Merrill, Rebecca. (1994). First Things First: To Live, to Love to
Learn, to Leave a Legacy. New York: Fireside by Simon & Schuster.
UW Sometimes and Aspiring Supervisor Series Week 8
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1. Stephen Covey’s 7 Habits of Highly Effective People
“Successful people have the habit of doing the things failures don’t like to do. They don’t like doing
them either, but their disliking is subordinated to the strength of their purpose.”
Albert E. Gray, in The Common Denominator of Success.
At your table, identify principles or practices that we’ve covered in this series, which relate to each of
Covey’s 7 Habits of Highly Effective People. Write them in the table below.
Stephen Covey’s Habit: Relates to Concept from Sometimes and Aspiring
Supervisor Series:
Habit 1: Be Proactive
Habit 2: Begin With the End in Mind
Habit 3: Put First Things First
Use reflective listening and principle of accountability to seek root causes of problems rather than spending your time ―putting out fires‖
Habit 4: Think Win-Win
Habit 5: Seek First to Understand,
Then to be Understood
Habit 6: Synergize
Habit 7: Sharpen the Saw
NEW:
Habit 8. Find Your Voice and Help
Others Find Theirs
UW Sometimes and Aspiring Supervisor Series Week 8
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2. Put First Things First
1. What is the one activity that you know if you did superbly well and consistently would have significant
positive results in your personal life?
2. What is the one activity that you know if you did superbly well and consistently would have significant
positive results in your professional or work life?
3. If you know these things would make such a significant difference, why are you not doing them now?
Complete the Urgency Index on the next page from Stephen Covey’s First Things First.
What was your score? What does it mean?
0 – 25 Low urgency mind-set
26 – 45 Strong urgency mind-set
46 + Urgency addiction
What changes would you like to make based on your index and answer to these questions?
We’ll share your thoughts with a partner after the next exercise.
Individually, take a moment to consider your answers to the
following 3 questions from Chapter 2 of Stephen Covey’s book,
First Things First:
UW Sometimes and Aspiring Supervisor Series Week 8
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Stephen Covey’s Urgency Index from First Things First
Circle the number that mostly closely represents your normal behaviors or attitudes regarding the statements at the left
(0=Never, 2=Sometimes, 4=Always).
1. I seem to do my best work when I’m under pressure. 0 1 2 3 4
2. I often blame the rush and press of external things for my failure to spend
deep, introspective time with myself. 0 1 2 3 4
3. I’m often frustrated by the slowness of people and things around me. I
hate to wait or stand in line. 0 1 2 3 4
4. I feel guilty when I take time off work. 0 1 2 3 4
5. I always seem to be rushing between places and events. 0 1 2 3 4
6. I often push people away so that I can finish a project. 0 1 2 3 4
7. I get anxious when out of touch with the office for a few minutes. 0 1 2 3 4
8. I’m often preoccupied with 1 thing when I’m doing something else. 0 1 2 3 4
9. I’m at my best when I’m handling a crisis situation. 0 1 2 3 4
10. The adrenaline rush from a new crisis seems more satisfying to me than the
steady accomplishment of long-term results. 0 1 2 3 4
11. I give up quality time with important people to handle a crisis. 0 1 2 3 4
12. I assume people will naturally understand if I have to disappoint them or
let things go in order to handle a crisis. 0 1 2 3 4
13. I rely on solving some crisis to give my day a sense of meaning. 0 1 2 3 4
14. I often eat lunch or other meals while I work. 0 1 2 3 4
15. I keep thinking that someday I’ll be able to do what I really want. 0 1 2 3 4
16. A huge stack in my “out” basket at the end of the day makes me feel like
I’ve really been productive. 0 1 2 3 4
After going through the Index, add up your total score and measure yourself with the
following key: Total Score_______________
Low end: the urgency paradigm is probably not a significant factor in your life
Middle or higher end: there’s a good chance urgency is your fundamental operation paradigm
High end: urgency may be more than just the way you feel; may be an addiction.
0-25 Low urgency mind-set
26-45 Strong urgency mind-set
46 + Urgency addiction
UW Sometimes and Aspiring Supervisor Series Week 8
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Learning Objectives: Manage time better by distinguishing between urgent and important tasks.
3. URGENT vs. IMPORTANT
Stephen Covey describes four quadrants that our activities fall into in First Things First.
Time Management Matrix
Urgent Not Urgent
Important
Not Important
Individually, write in the grid above the activities you spend the most time doing at work.
Find a new partner. Share your thoughts from the last two activities.
1. What do you want to spend more time doing at work? At home?
2. What activities seem to take you away from the important things that you want to achieve?
3. What changes would you like to make?
I
Routine Work, Handling Customers,
Crises, Pressing Problems, Deadline-
driven projects, Meetings &
preparations
II Preparation, Prevention, Strategic
Planning, Goal Setting, Coaching,
Building Relationships, Empowering
III
Interruptions, some phone calls and
email, some mail, some reports, some
meetings, Many pressing matters
IV Trivia, Busywork, Time wasters
Irrelevant mail or email, complaining,
Excessive TV or computer use
"The secret of getting ahead is getting started. The secret of getting started is breaking your
complex overwhelming tasks into small manageable tasks, and then starting on the first one." -- Mark Twain
UW Sometimes and Aspiring Supervisor Series Week 8
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Learning Objectives: Compare process and project improvement models.
Difference between Projects and Processes
Project: a temporary and one-time endeavor that creates a unique product or service. Project
management needs organization of the resources and work required to complete it within defined scope,
time, and cost constraints. Example: Making a training videotape
Process: permanent or semi-permanent ongoing functional work that creates the same product or
service over-and-over again. Example: Processing Procard statements
The management of these two systems is often very different and requires different tools.
4. Tools for Managing Projects
Read the box below on the difference between managing projects and managing ongoing processes.
What questions do you have?
Let’s review a couple
2 Sample Tools for Project Management
Microsoft Project Software
5 PM Project Software
UW Sometimes and Aspiring Supervisor Series Week 8
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4. Tools for Managing Projects –continued
You don’t have to do high tech, to do Project Management:
Examples of Grids To Manage Projects
(Can be hard copy or computer based)
Training Resource Center Office Log
Name OFFICE ROUTINE (OPENING AND CLOSING)
Date From To Message Resolution
10/6 Mary Lisa Setup brainstorming time for Union 101Facilitators.
Make To-Do list for Union 101 on x drive. Still looking for a date
10/6 Lisa Kelly Carol Buckingham from Dimensions called you back.
You can reach her at 608-332-4563
Kelly returned call on
11/7
WISCAL Calendar
Date Tasks 9:00 am
Anna: See Mary about nametag
project in your IN box
Shannon: Draft Task Analysis for
Attendance Clean Up
Anyone: Copy packets for Tuesday
workshop
Dion: Teach Shannon how to use
Mail Merge by Friday
9:30 am Union 101 Self Study
10:00 am
10:30 am
11:00 am Cashier Self Study
11:30 am
12:00 pm
12:30 pm TRC meeting: NO SELF STUDIES
1:00 pm TRC meeting: NO SELF STUDIES
How about a good ole clip board?
Date In
Contact
Person
Assigned Task
Date
Completed Comments
10/11
Mary Michelle Enter Trainings in database from binder 10/21
10/21
DR Shannon
Add Start Time/End Time to workshop Sign in
sheet 10/22
Hard copy on
counter
10/27
DR Natalie
Schedule live U101 for (F) Jan 14. See DR for
time
What methods do you use to manage projects?
UW Sometimes and Aspiring Supervisor Series Week 8
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5. Tools for Managing Processes
Department Purpose or
Mission Statement
Customers
Departmental Expectations
Overall Responsibilities Grid
Critical Functions
Task Analyses (from 1-1 Training) or Mapping/Flowcharting
Ongoing Improvement Analysis
WU Staff Education and Training
New Facilitator Information & Unit Expectations
Contents:
1. Hiring Requirements
2. Facilitator Responsibilities
3. Facilitating a Workshop
4. After a Workshop
5. Performance Evaluation and Merit Raises
2. Facilitator Responsibilities
Before Each Workshop:
Preparation
You will be paid for any time you spend reading articles, practicing your delivery, memorizing scripts,
meeting and talking with other facilitators, and studying the materials pertaining to each workshop.
Getting ready to facilitate
All workshops have two facilitators assigned to them. Contact your co-facilitator and meet with them before
the workshop to decide who will do what, etc. This is especially important for NEW facilitators.
Signing Up for Workshops
It is the responsibility for each facilitator to sign up for upcoming workshops. Priority for these
workshops goes to facilitators with the most seniority (according to Wisconsin Union Policy AD6-5).
Signups occur at regularly scheduled facilitator in-service meetings. Facilitators may also sign up by
coming to the TRC and confirming workshop dates with the supervisor.
Facilitators in Train the Trainer process must sign up to co-facilitate with an experienced facilitator.
Confirming that you are facilitating
Call or email the TRC (262-9450, [email protected]) 1-2 days before your workshop
to confirm the date, time, and location of the workshop.
Find out how many people are signed up and any special considerations
Finding a Sub
It is your responsibility to get a replacement from the Facilitator Contact list. Call or email the TRC
to let them know who will take your place. If there is absolutely no one to facilitate, call your supervisor
immediately.
SAMPLE
Department
Expectations
UW Sometimes and Aspiring Supervisor Series Week 8
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5. Tools for Managing Processes —continued
Summarizes on 1 page who is responsible for major functions. Can be a summary of Positions
Descriptions. Useful to orient new staff and communicate responsibilities to others. Especially
helpful in times of transitions.
SAMPLE
Staff Ed and Training Responsibilities Summer 2011
Staff Ed Director Assistant Director Special Projects Coordinator
Mary Hoddy
100% 100% 35% May - June 09
A. Oversee staff education and training
unit to reflect current strategic themes
A Oversee Safety and Security Training
Program
A. Work with SE Assistant Dir to
Implement Retail Safety program at
Essentials.
B. Oversee New Staff Training Program
for all staff
New Jan 11. Supervise TRC front desk
and 1-1 training program
B. Modify Retail Safety program for
ODR, BTU, and other units.
C. Coordinate programming for
organizational development, strategic
planning & change
C. Coordinate internal communication &
staff gatherings, forums, etc.
C. Develop higher level of
information service training program.
D. Coordinate permanent and PT staff
management training
New Fall 11. Facilitate Student
Employee Advisory Group
D. Work with SE Assistant Director
to advance Member Services
Program.
E. Coordinate and teach UW Sometimes
Supervisor Series
E. Consult with Facilities, Food Service,
and Retail units
E. Work with SE Director to develop
Students Manager training
F. Consult with Admin & Marketing,
Director's Off, and Social Ed
F. Advance WU mission & Wisconsin
Idea. (present at conferences, etc.)
Individually, draft a Responsibility Grid for YOURSELF and someone else in your department.
Responsibilities
Department:
Name: Coworker:
Title Title:
A. A.
B. B.
C. C.
D. D.
E. E.
Responsibilities Grid:
Your
Turn
UW Sometimes and Aspiring Supervisor Series Week 8
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5. Tools for Managing Processes —continued
Identify tasks that must be performed daily, weekly, or monthly, even if primary person responsible
for task is absent. Also identifies the back-up person who has been trained.
Task Timing Primary Person Back-up Person
TRC Office Management
Check & respond to wutraining e-mail Daily Elizabeth Office Staff
Create daily To Do and follow-up to ensure completion. Daily Michelle Office Staff
Facilitate check-outs for online training classes. Daily as needed Office Staff Bradley
Pick up & sort mail Daily after 1:30pm HR front desk Bradley
New Staff Workshop Support
If there is a training, confirm room on TITU Daily, morning Elizabeth Bradley
Confirm # of packets, confirm facilitator, set-up cart Daily, morning 1st shift person Michelle
E-mail reminders to new staff for workshops 2-3 days prior to
workshop Elizabeth Elizabeth
Confirm that facilitator(s) & set-up staff have confirmed
for workshop Thursday afternoon Anna Elizabeth
Enter workshop attendance into WUHRID, e-mail MU
& US Building Cashiers w/ Cashier attendance Day after workshop Elizabeth/ Anna Office Staff
Send training report to R:drive & e-mail supervisors Weekly Michelle Tammy
Individually, identify some of the critical functions in your department.
Critical Functions
Task Timing Primary
Person
Back-up
Person
1
2
3
4
5
6
Critical Functions:
Your
Turn
UW Sometimes and Aspiring Supervisor Series Week 8
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6. Planning a staff retreat at UW
SAMPLE AGENDA
Who: Marie Kate Mary
Anna Juan Cristobal
Bryce Dawn Shannon
Time: 8:30 – 1:00 pm
Where: Mary’s House, 6718 Franklin Ave, Middleton (For ride, meet at Union at 8:15 am)
What: 8:30 am Gathering and Continental breakfast (YUM)
9:00 am Warm-up: Regarding my role in Staff Education (All)
What am I most proud of from the last semester/year?
What are my wish/es for Fall Semester?
Through-out Morning: Add to ACTION PLAN
9:30 am Create Accomplishments from Last year (Mary)
Review new WU Mission, Vision, Values
Create Last year’s Accomplishments
10:30 am BREAK
10:45 am Review Next Year’s Goals and Objectives written in January
Create Summer/Fall Timeline.. Add to Action Plan (Mary)
Update Critical Functions
12:00 pm Prepare Potluck Salad LUNCH!!
1:00 pm Clean-up and travel back to union
Agenda Items For later in year:
Introduction to Balanced Scorecard, including:
“Learning & Growth Perspective”
A couple things to consider when planning a staff retreat
A typical summer retreat could include:
Creating a list of accomplishments from previous year
Reviewing list of goals for this year
Update Critical Functions
Analyzing “What’s working, what could be better?”
Starting a project list
Considerations:
Find space away from your office that does not cost anything. Examples: a conference
room on campus or a staff member’s home (if you are comfortable with that)
Consider having a potluck, or buying your own lunch
Take your supervisor along as a participant (not as a leader)
Take along a flipchart and laptop computer. Document everything you do
Be accountable for the time. Follow-up with reports, To Do lists, etc.
What other suggestions or ideas do you have?
UW Sometimes and Aspiring Supervisor Series Week 8
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6. Planning a Staff Retreat at UW —continued
Worksheet for Continuing Improvement
What am I most proud of from last year? What are my wishes for this year?
or
What’s working well? What do I wish was better?
TO DO List / Action Plan
What Do We Need TO DO? Who Will Follow-Up?
What Needs further information, dialogue, etc?
UW Sometimes and Aspiring Supervisor Series Week 8
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7. Letter to myself
Write a letter to yourself. See hand-out for directions.
8. Congratulations!
You have Completed
the UW Sometimes and Aspiring
Supervisors Series!
“Never doubt that a small group of concerned
citizens can change the world. Indeed, it is
the only thing that ever has.”
Margaret Mead