Confronting the Supervisory Challenge

By: Benedette Cooper

We would like to share with you the case study of two of our clients to demonstrate how these organizations successfully implemented positive behavior changes in front line employees as well as their supervisors and managers.

The first example is a large research organization in the Washington, D.C. area, well- known for their advances in employee education. They were seeking a process to enhance the performance of their supervisors, most important to them was the ability to measure the results and determine a return on their investment.

In a collaborative effort we implemented a plan consisting of a Leadership 360 Feedback; self-assessments to enhance their knowledge of themselves in order to be better managers; one-on-one coaching to identify strengths and opportunities for growth.

Next, a series of full-day workshops were held off-site. The workshops were directed at taking the information they obtained about themselves to the next level - in their roles as mangers and supervisors.

The groups consisted of 15 individuals from different departments, usually meeting each other for the first time. As the workshop continued, the supervisors created bonds through exercises, role-playing and outdoor challenges. By using real situations that were challenging in the workshops there were opportunities for solving some issues left behind at the office.

The input from others in the process was invaluable to our groups of managers and supervisors. For many it was a turning point in their careers or personal lives. It gave people in a very large organization an opportunity to meet others who share the same challenges and have similar insights from going through the program. This was chance to collaborate - even though the person worked in another department or location.

Six months after the series of off-site workshops were completed a reunion was held for each of the groups. This was an opportunity for the process manager and facilitator to measure results of the efforts put forth in the program in an informal manner. There was an evaluation given at the end of the workshops covering all aspects for the process. It was a chance for the participants to talk about the differences and improvements in their behavior, and how they were handling their direct reports; if interactions with other departments had improved; if dealing with difficult people was less of a challenge.

The experiences of this organization in terms of results have been very positive, as they have continued using iterations of this process and our collaborative programs since 1998.

The second example we share with you is a financial organization in the Baltimore, MD area with 500 employees. Their initial issue was dealing with how to improve communications between different locations and departments. We ran a pilot program for them called Relationship Strategies for High Performance Teams.

The Relationship Strategies program consisted of a series of exercises and experiences that enhanced the concept of how “what we do or say, or don’t do or say” affects others. It was very well received during the pilot and then rolled out to new branch offices creating a true team-building experience for all who participated. Now the dilemma was, how to reach the rest of the departments to ensure that all had a common language to use in working together.

At the time, the organization was not equipped technologically to implement the use of the online self-assessment or the online tutorial so we conducted half-day classroom sessions two to three times per quarter.

Now, they are on the cutting edge with their use of technology and plan to use the online tutorials for reinforcement to maintain the edge they have in understanding others and communication. This should be in place by the third quarter.

The HR Director has now determined through the use of an Organizational Survey the need for Supervisory development. Using the Relationship Strategies program as a base, we are now going to use a blended learning approach to improving employee satisfaction when dealing with their Supervisors.

Many people are promoted into these positions because they are hard workers, good employees, knowledgeable in the positions. The one important factor not taken into consideration is how well prepared is the individual to deal with supervising others and all the challenges that come with this job. Since the areas of need have been identified we then researched what tools and format were required to tackle this challenge.

The use of an off-the-shelf supervisory program was chosen due to its flexibility and ease of delivery. The modules offered classroom, online, and blended options. This seemed to fill the needs for the HR Director. There were 14 modules to choose from and they chose the five that most closely met the desired outcomes based on the Organizational Survey.

The modules chosen were: Communication, Leadership, Feedback, Coaching, and Discipline.

The model adopted by the institution was as follows. They offer the five modules once per quarter. The class is generally comprised of newly hired supervisor staff and senior level positions that are being developed for future supervisory/management opportunities. Thus far after ten months of using the series the feedback from the participants has been favorable. The management in attendance was also quite pleased.

All participants complete the first module online, and the remainder of the modules in a classroom format. They are encouraged to review the online module prior to the classroom session, to build a context and better gauge their current level of skills in that area. Additionally, the modules are offered in a stand-alone format for those who need targeted reinforcement or development.

The HR Director noted: “I am pleased with the structure and approach to the subject matter. There is an excellent balance between the textbook material and the opportunity to relate key concepts to the participant’s workplace reality.”

Both scenarios we have discussed have similarities in the client’s desired outcomes, but each organization took different avenues to reach their goals, ensuring the approach was just the right fit for their culture.

When choosing the best programs or processes for your organizations consider the latest off the shelf products and enhance them by tying in your mission and organizational goals. Why reinvent the wheel? If the materials are well done, with research behind them and testimonials are available, give it some consideration. You may be delightfully surprised!