Peer Today, Boss Tomorrow

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  • Peer Today, Boss TomorrowNavigating your changing role

    A book report from the pamphlet Peer Today, Boss Tomorrow by Laura E. Bernstein

  • Strategies for SuccessStrategy #1: Accept Your Leadership RoleStrategy #2: Set Clear BoundariesStrategy #3: CommunicateStrategy #4: Take Action

  • #1: Accept Your Leadership Role

    What changes lie ahead?

    Your changing value

    Demonstrating your acceptance

    Additional Accountability

    The new supervisor role

  • What changes lie ahead? New roles, responsibilities and expectations

    Plusses You call the shots You set the tone for your crew You direct the work your way

    Challenges More responsibility New duties Changed relationships

  • What changes lie ahead? Different Duties Changed Relationships and Allegiances Different Peer Group Additional Accountabilities

    PresenterPresentation NotesDifferent Duties: -You are now in an oversight role. Your to-do list may include: coaching, evaluating, counseling, communicating, directing work, participating in discipline or termination investigations.Changed Relationships and Allegiances:-You are now a part of management and should uphold management tenets and initiatives.Different Peer Group-Although it shouldnt come to it, your former co-workers should not question your commitment to your new management role. A real friend would not ask you to choose.Additional Accountabilities-You must develop a new network of contacts and relationships to broaden your ability to lead your crew. You have become a significant part of the overall operation, not just an operator of one area. You also need to familiarize yourself with all organizational policies, procedures and regulations because you are now responsible for ensuring compliance within your crew.

  • Your Changing ValueBefore, you were valued more on your individual contribution.

    Now you should ask yourself:How do I get results through others?How can I make them better by what I do?

    PresenterPresentation NotesThe essence of true supervisory leadership lies in how you are able to get the best performance from your crew. Will you inspire them to greater accomplishments or just become another barrier?

  • Demonstrating Your Acceptance Become a learning machine Do your job- not your employees Lead by example Avoid finger pointing Dont pass the buck When in doubt, ASK!

    PresenterPresentation NotesBecome a learning machine-Ask for help in learning everything you need to know to be the best at your new role. Identify new contacts. Develop relationships with your support network. Do your job- not your employees-Dont step in immediately when someone is struggling, hold them accountable for resultsLead by example-Regardless of what you did in the past, you are now expected to be on time, work hard, follow the rules and go the extra mileAvoid finger pointing-Accept a part in all messages you are expected to communicate, regardless of how it is received. Dont support dissention.Dont pass the buck-Dont pass the blame to others (higher-ups)when messages or actions have potential for causing grumbling.When in doubt, ASK!-If unsure of how to react to a situation, seek guidance. You are acting and speaking for the company now.

  • Additional Accountabilities Budgets


    Managing overtime

    Overseeing use of resources

    Dealing with sensitive issues

    Compliance Safety Environmental Legal Ethical PSM

    PresenterPresentation NotesSomeone else was watching these items before. You simply tried to steer clear of them. Now you are steering the entire crew toward efficient, sound and legal operations.

  • #2: Set Clear Boundaries

    Establishing your authority

    Clarifying expectations

    Redefining relationships

    Drawing the Lines

    PresenterPresentation Notes

  • Sizing-up the Boss Your guys are wondering

    How strong a leader will he be? Where are the lines drawn? Where are the priorities? Does he know what hes doing? How much influence does he have? How much freedom does he have?

    PresenterPresentation NotesThe tests-Expect your crew to size you up. You cannot allow past relationships to affect your decisions. This can be a test of your credibility.

  • Establishing Boundaries Dont dwell on negatives

    Focus on expectation of them and you How they should do their jobs and conduct themselves How you will respond to their behavior and performance

    This effort establishes your authority based on your commitment to managing effectively. It also recognizes the importance of their contributions. Finally, it sets the tone for the new relationships and establishes a road map for success.

    PresenterPresentation NotesDont dwell on negativesThe Dont do this and Dont do that makes this part of the relationship distasteful for some, so they avoid the discussions altogether. A two-way discussion needs to occur between a supervisor and his direct reports on a regular basis. If these talks dont happen, the team members are forced to frame the relationship themselves.

  • The Big Two Policies and Procedures

    Safety regulations



    Operating procedures

    Work permits

    Company rules

    Behaviors and Actions Punctuality


    Respectful actions with others


    Maintaining standards of behavior


    PresenterPresentation NotesThe Big Two-Two primary areas of focus are: adherence to policies and procedures and your crew members conduct on the job (behaviors and actions)

  • The Importance of Consistency Your message and your expectations must be consistent with all

    team members regardless of past relationships

    Hold all the people accountable for all the rules all the time (10,000% compliance)

    No favoritism or discrimination

    Inconsistency on your part will cause your team members to lose respect for you.

    PresenterPresentation NotesThe Importance of Consistency-Sending mixed messages, condoning stretched rules, and demonstrating favoritism will create an atmosphere of distrust that a supervisor cannot survive long-term. Leaders are fair and consistent.Discrimination-Inconsistency in expectations and application of discipline can be perceived as discrimination with some team members. Discrimination of any kind is not tolerated at FHR.

  • Your actions with others DO

    First, understand the rules yourself, then help them understand the rules

    Communicate whys as well as whats when possible

    Expect accountability from them and yourself

    Recognize those who do right

    DONT Give way to personal feelings Put buddies before business Differentiate as to which rules

    are hard and which are soft, rules are rules

    Share privileged or confidential information

    Assign discipline without guidance

  • #3 Communicate

    Delivering your message

    Receiving their message

    It is the senders responsibility to ensure that the message is clearly understood.

    A clear understanding is Job One

  • Delivering your messageWhat you sayChoose words carefullyClear, direct instructions

    How you say itBody language and tone should support what you mean to convey

    PresenterPresentation NotesChoose words carefully-Words carry meanings. Some words carry more than one meaning and can be misunderstood. Be sure you are expressing exactly what you mean.Clear direct instructions-When giving instructions, be direct and include only as much information as needed. Too many words can muddle your message.Body language and tone-It is said that words make up only 7% of how messages are conveyed. Tone of voice and body language carry the rest of the message. Body language includes; posture, distance, eye-contact, gestures, and facial cues. Be sure you match the delivery method with the import of the message.

  • Delivering your messageWhat they hearConfirm understandingVary your approach to meet the listeners needs

    Ask questions to verify

    PresenterPresentation NotesWhat they hear-Confirm understanding. Ask the individual to repeat what you expressed in their own words.-Vary the approach. Different people receive information in different ways. Some prefer more explanation, some like directness. Speak to them like they speak to others.-Ask follow-up questions to verify understanding. Some information is critical. Make these discussions two-way and ask for direct feedback from the receiver.

  • Receiving their messagePeople value their thoughts and ideas. If you act as though you dont, they will cease to share them with you.

    1. Respect the speaker2. Give full attention3. Use appropriate body language4. Interact with the speaker

    PresenterPresentation NotesReceiving the messageRespect the speaker. Value their thoughts and ideas as they do. Approach with an open mind. Put aside past feelings.Give full attention. Stop whatever you are doing. Eliminate distractions. Dont allow others to interrupt.Use appropriate body language. This should vary with the message being delivered. A serious message should be conveyed that way.Interact with the speaker. Let them know youre listening by responding for clarification at the appropriate time.

  • #4 Take Action

    Problem solving


    Decision Making


    Types of Action

    PresenterPresentation NotesEveryone knows those that can be counted on to make things happen. Be one of those people.

  • Taking ActionYour actions should make your crew more effective. You should expect, recognize and help remove obstacles. Always focus on the organizations goals and the finished product.