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| "Your course made the
difference... now I have the tools to build my understanding of what's
going on." Margaret Maxwell, Quality Team, Bureau of Land Management "Employees are resolving their
own conflicts now, asking for coaching tips rather than asking the
manager to deal with it for them." "Susan Wehrspann has
consistently delivered highly ranked and valued classes to
Hewlett-Packard employees in northern Colorado. Her inclusive approach
to communication and collaborative team building continue to make a
difference in the workplace." "Susan helps put individuals at
ease and quickly breaks down barriers that inhibit creative expression." "The class applauded your
excellent presentation style, attention-keeping techniques and the
value of the information presented." "Susan demonstrates that
exemplary quality of going beyond what is necessary - an outstanding
human being who truly cares about people." PARTICIPANT APPLICATION OF COURSES I've
been using the problem
solving module that we worked with in training to fill the 2 vacant
positions
in my section. Below is the
situation
and the people involved. I don't have an
outcome yet due to some Human Resources circumstances that have arisen
and
extended the process. I'm at step 4 and
holding. The method has helped to keep
the process focused.
Review applications Document strengths and
weaknesses Interview as needed The
following steps were
taken in order to progress through the selection process: 1. List each candidate's strengths and
weaknesses, and summarize that list. Criteria
used for identifying strengths and weaknesses were based on duties
listed in
vacancy announcements to which the candidates responded. 2. Identify strongest candidates based on
determinations made in step 1. 3. Conduct
reference checks of strongest candidates. All
references are to be asked the same
questions. These questions relate to the
candidate's skills, abilities, and capabilities of working on their
own, in a
team, and with diverse people. 4. Conduct
interviews with the strongest candidates. All
candidates are to be asked the same
questions. These questions are based on
the candidate's experience with the Knowledge, Skills and Abilities
listed in
each position description. 5. Select the
best candidate based on determinations made in steps 3 and 4.
…It really helps to find out
how we traditionally deal with people. He is still looking at what I
gave him.
Any ways, I applied what you taught us to an employee that I supervise.
He is a
very talented, hardworking employee, that once you direct him to do
something
he will readily do it. However, he seems to lack self confidence to
some
degree. He initially appeared somewhat aloof to me as his new
supervisor. For
the last month I have been trying to pin him down to have his mid-year
performance evaluation. Early last week I had the opportunity to again
remind
him that we needed to have his mid-year performance evaluation done
asap, but
that it will be totally painless-I told him that it was something that
I had to
do, but I wanted to use the opportunity to discuss his interests,
career goals,
and training needs-real positive experience. Apparently he believed me
and
trusted me, because that same day he can wandering into my office ready
for the
evaluation. I began our meeting telling how much I appreciated all that
he has
done since I came on-board, and that I really appreciated all his hard
work. We
proceeded to discuss the jobs that he would be responsible for during
the
remainder of the year, what kind of training he would like to have this
year,
his career goals and what types of additional skill qualifications he
would
like to develop. It was a very productive and positive meeting. I
definitely
think that the interpersonal effectiveness skills that you taught us
helped me
out. Thanks for a wonderful training session, and best of luck. I also
told my
district ranger that you would be interested in coming to the district
and help
direct our self-evaluation of how we deal with people. .... Resource Specialist My
supervisory went on
vacation leave and I was in the acting position, in May. We received
notice
from the Washington Office that we had lost more than 200 slots for our
Program. One member, M___, of my supervisor's team (my team) is in this
program. My situation was to attend a large meeting where the program
status
would be explained to all participants and their current manager, with
M__ and
then meet with her one on one after the meeting to attend to any
concerns she
may have. The good news was that the program was not ending right away.
We have
until the 30th, so more than 30 days notice. Additionally, the program
manager
here started to work right away on placements with other agency's that
may
include the option of keeping our employees here, while paid for by
another
agency. The
large meeting went as
best as can be expected, given the news. Most seemed relieved that they
were
not being let go that day and had until the 30th. When I met right
afterward
with M____, I worked real hard at putting into place the listening
skills,
without judgment, or turning the conversation into my similar situation
of last
year. I made sure I met with her without my usual distractions (things
in my
hands, taking notes). I think it was important that we met in her
space, not
mine and not in my supervisors. We talked (M_____ talking mostly, and
me
listening) for a long time, longer than I thought we would, and at the
end, she
said to, "thank you for caring." I believe she meant it. I know I
did. She is a wonderful worker, and a good person. I am hoping to have
word by
the end of this week that we will be able to keep her.
….First
let me say I really
did enjoy this class and thought you did an excellent job of
facilitating. You seem to be the type of
person who really
enjoys life and that is good. Since
returning back to my
office I have been trying to apply some of my learning to the job
situations. I have been trying to
improve my interpersonal and communication skills by asking more
open-ended
questions and paraphrasing more. I think
I am a fairly good listener but practice does make perfect. Also, we have a new employee whom I work
closely with and I have tried to be more delegating and yet let him
feel his
way and ask questions without hanging directly over him.
He seems confident and doesn't hesitate to
ask questions so I feel like I am doing a decent job so far. I think
your class
will definitely help me. Business Manager "SUPERVISORS AND EFFECTIVE
LEADERSHIP" What
is a Supervisor? What
is a good Supervisor? What
is an effective
Supervisor? You
must learn not only the
definitions to this terminology, but the meaning of each as well. You
can take
a person and place them in a supervisory role, but this does not
necessarily
make them Supervisor material. An effective Supervisor must be prepared
for
challenges, open to learning all the time and have adaptability at all
times. I
feel a Supervisor must be open to all aspects of the selected job(s)
that one
has supervision of. You must be prepared for everyday to be a
challenge,
without challenge the learning stops and I feel that a good effective
supervisor never stops learning. When you feel you know it all you can
only
work for and with yourself. To be an effective leader you must be open
to
change. Change is a person's biggest challenge, it happens constantly. I
will briefly touch base on
my late employee issue. After taking your class I began to approach her
situation differently. We first began by having a meeting, away from
any
distractions, away from any disruptions, away from the atmosphere of
"What
will happen next to interrupt us?" We went to a quiet place, no phone
calls, no students, no venders, and no interruptions at all. I
explained to her
all the issues concerning her job, her job performance or lack of, and
issues
that would prevent her from getting her job on a permanent basis is
some of her
inconsistencies were not corrected. As her Supervisor I had to explain
to her
the effects of how her tardiness was indeed affecting her job. I told
her that
as much as I would like to not have to have this conversation with her,
I must.
Her future with the Forest Service would end for habitual tardiness if
it
continued; this is a critical area on her evaluation. I explained to
her that
no matter how great of an employee she is, how devoted to covering her
work,
how good she worked with the students or any of the other wonderful
things she
had to offer our organization; it wouldn't matter when she was out of a
job for
habitual tardiness. I told her that the final decision was not up to
me, it was
up to a panel team. They would review her folder and the history since
beginning here and then she would be offered a permanent position or
not. The
team will see her habitual tardiness in writing, see if corrective
actions have
been offered from me and a plan put in place to correct some of the
issues. All
of which I have done and there has been no improvement. I think for the
first
time she heard me. I think for the first I heard her, I heard what she
was
saying. I always She
opened up to me about
allot of issues that she has involving her 4 teenagers, all of whom are
aged 14
to 20 years old. I listened, not saying anything. As of
As
I'm the supervisor of the
marking crew, I learned to relax my use of directive behaviors and
started
using more supportive behaviors. I used to come in the office and tell
the crew
"to get going to the field" in a stern tone. Now, I'll go to the
office and ask the crew if they are ready to go out to the field. If
they are
ready, then I will, in a supportive and moral-boosting tone, say
something like,
"let's go out in the field and teach the trees what it is like to be
marked." Since I've been more relaxed in my commands, the crew have
done
better job of getting things done. Since
most of the marking
crew members consist of at least a year of marking experience, they
mostly know
what is expected of them in terms of marking timber. However, one of
the
markers is not very confident in marking timber. I encourage him in
marking
timber. I'll be supportive and I tell him that if he has a question in
regard
to a tree to be marked, do not hesitate to ask me. I'm more supportive
than
direct to encourage the marker to be more confident in marking timber. I want to make sure that the marker actually
enjoys
the decision making process of marking timber. For example if the
marker
tallies a tree and I find an error that the marker made, I'll say,
"Well,
45 feet is not necessarily right, however, I would recommend you to go
to 52
feet. The reason it should be at 52 feet is..." Then, I'll ask the
marker
if the 52 feet decision is understood and clear and encourage the
marker to
keep up the good work. I
encourage the markers to
make decisions for them. An example would be if I have to work in the
office
and I delegate my duties to the crew leader, I'll let the crew leader
know a
certain type of work that needs to be done. Then, I'll ask the crew
leader how
the work will be done. When the crew leader tells me how the crew will
be lead
and how the work will be done, I will either agree or reject the crew
leader's
ideas. However, I will be supportive by saying, "I like your idea
because
it is..." or I will disagree with the idea by saying, "It probably
will not work very well, however, I like the fact that you are trying
to get
the work done. What I would recommend is...however if you are more
comfortable
with your idea, its okay as long as you get the job done." The
crew members practiced
for the Fire Pack Test by walking around with a 45 pound sand pack.
After their
practice, we went out to the field to mark timber. In the process of
getting
the paint ready, I noticed that the crew members were very sore from
the
practice. So, I asked them how sore they were. I listened to them
telling me
that they were extremely sore and that their legs were hurting. I could
tell
that they were not feeling too well either. I did not have any
experience with
the pack test so I didn't know how sore one could be. So, I reacted by
telling
them that we will not mark timber (which includes extensive walking)
instead
we'll do light duties for the rest of the day. Because
of that, they were very motivated to do the light
duty work
because they would not have to mark timber with very sore legs. Since
I've taken the
training, I've studied the markers more often. I watch their behaviors
more
closely, ask how they're doing, and talk with them about their
interests in
life as well as how their families are doing. We've decided to have a
"get-together-kind-of-thing" outside our work hours. For example, one
of the markers invited all of the marking crew to a BBQ feast at the
marker's
house in a couple weeks. We decided to take turns to host our
"get-together" thing so that we can learn more about each other and
keep our morals high. We have a tough job that includes sweat, blood,
and guts
so we need to keep each other going and keep the moral high. This is
the first
time in my 3 1/2 years as a timber marker that I’ve seen all of the
crew
members supports each other. I
learned a lot from the
training and I have seen improvement with the crew. I try the best to
be a good
supervisor to them.
Business
Management
Assistant
I
enjoyed the training we
had and I feel I have some good information to pull from in the future.
Well I
had an issue to deal with concerning an employee taking advantage of
the leave
system here at work. The way I handled the situation was to wait until
it was
time for a mid term evaluation, when we made it to the teamwork part I
brought
up that it is important that all the team members feel that all the
team
members are pulling their fair share of the load. We also talked about
just
what the procedure is to call in and how it is important to be honest
and
dedicated to your job. Other team members are quick to point out that
you may
be taking advantage of the sick leave system. The
approach seems to work so far.
Thank you for having the class and good luck to you and I hope to have
some
more training with you in the future. Recreation
Director
Anyway,
our presentation
lasted nearly an hour. Quite a bit longer than either of us expected.
During
the presentation, H______ and I had everyone complete the personality
questionnaire. Not so surprisingly to either of us, the results were
very
similar to that of our class. There was an even breakout of chocolates
and
vanillas and only one strawberry (my supervisor).
While
this has just started,
it's going quite well. Instead of writing procedures, we're animating
them in a
flow chart program. This definitely is more appealing to my strawberry
side...
it just seems more creative and practical. We're also reviewing some of
our
manuals. While I typically keep most of my procedures in my head, it
has been
interesting putting them to paper. There may be something to that
chocolate
thing. Working through the details is already helping me understand
more of the
specifics. Thank
you very much for the
lessons earlier this month. They have definitely been helpful.
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