Index
Accepting responsibility for actions, 27
Accessibility, 26
Active listening, 54–55, 132. See also Listening
Age Discrimination in Employment Act, 163
reviewing the, 58
Americans with Disabilities Act (ADA), 163
Behavior, 12
discussing behavior issues, 116
Being a supervisor and a technical expert, 9
Brainstorming session, 59–60
rules for conducting, 60
Building a team, 38, 40, 123. See also Team development
challenge of, 123
Building respect, 22
Cadwell, Charles M., 105–106
Cellular technology, 66
Civil Rights Act, 163
the process, 91
when to quit, 95
vs. orientation and training, 88
Coaching situation, 88
key factors in assessing a, 88
Coaching worksheet, 92–94
Common priorities, 31
Commons, Michael L., 73. See also Stevens–Long, Judith
Communicating, 38–39
levels of, 39
Communicating anticipated problems or roadblocks, 33
Communicate expectations, 127, 142
Communication, 45–47
breakdown in, 46, 47. See also Communication problems
definition of, 46
four part, 45
process, 45
successful, 47
taking responsibility for, 47
Communication breakdowns, 47
Communication problems, 46
Communication process, 46
Communication skills, 45–46
and productivity, 45
Communication technology, 45, 63, 67
Computer systems, 66–67
Conferencing, 65
Confidence level, 2
Confidence level revaluation, 180
Confidential information, 64, 66
Confidentiality, 66. See also Confidential information
Conflict management styles, 111–112. See also Workplace conflict
types of, 112
Constructive discharge, 162
Continuous improvement, 29
Corrective feedback, 99, 103–104
focus of, 103
worksheet for, 104
Crediting others, 132. See also Teamwork, Sharing glory
Customers, 8
interactions with, 8
Daily list, 155
prioritizing the, 155
Daily time log, 156–157
Day-to-day actions. See Day-to-day activities
monitoring, 23
Day-to-day operations, 7–8
responsibility for, 7
Delegation, 128, 139, 145, 147–148
follow up, 148
guidelines for successful, 145
importance of, 145
preparation for, 148–149
selecting an individual for, 147
supporting the person, 148
Delegation checklist, 145–146
Delegation skill, 16
Department of Labor, 162
Determining priorities, 151
Developing people, 38–39
orientation, training and coaching, 39
Development activities
types of, 72
Difficult behaviors, 107–108
causes of, 107
strategies for dealing with, 107, 110
types of, 107
Disciplinary action, 40, 99, 116, 118–119
methods for taking, 99, 116, 119
organizational policies and procedures, 118–120
Disciplinary options
oral warning, 117
suspension, 117–118
termination, 117–118
written warning, 117
Discipline, 116
negative connotation, 116
Distance management, 161, 168–169. See also Virtual work
uses of, 169
what, why, and when of, 168
being successful as a, 169–170
Diverse workforce, 165
supervising a, 165
Diversity, 165–166
analyzing, 166
developing for, 166
in an organization, 166
role in supervising, 165
Diversity awareness, 167
Dos and don’ts, 34–35
Effective communication techniques, 46
Effective first-line supervisors, 21, 26, 29
Effective supervision, 21
key competencies for, 21
Effective written communication, 45
guidelines for, 45
Electronic communication, 63
guidelines for using, 63
Electronic messaging
e-mail, 63
instant messaging, 63
text messaging, 63
Emotional reactions, 53
Employee rights, 162
Employee training, 78
plan for, 71
Employees, Employees, 7, 14, 21, 23, 28, 50, 53, 89, 100, 102, 139, 144
coachability factor, 89
conflicts between, 23
experienced, 14
first line of contact for, 7
“friendly competition” among, 100
having belief in, 28
holding the attention of, 50
impression of, 7
new, 14
obtaining top performance from, 139, 144
positive example for, 22
recognizing and rewarding, 102
responses from, 53
Evaluation and goal setting process, 184
Exchange of ideas, 52
Experience, 22
Face-to-face communication, 63
Fair Labor Standards Act, 163
Family and Medical Leave Act (FMLA), 163
Feedback systems, 100–101
First-line supervisor, 1–3, 5–9, 22, 78, 91, 99, 129, 134, 139, 141, 143–144, 154, 161–162, 173, 179, 182. See also Supervisor
addressing the paradoxes of, 11
being effective as a, 143
coaching role, 91
creating the right environment as a, 134
demands on, 5
differences between employees and, 3
ensuring success as a, 180
flexiblility as a, 154
leading by example, 144
legal issues for, 161–162
paradoxes encountered by, 1, 9
positive impact as a, 8
promotion to, 1
“recipes for success” as a, 139
requirements for being successful, 1, 6
responsibilities of, 7
role and responsibilities in implementing change, 173
role in motivation, 141
transition from employee to, 179
transition from team member
to, 1
using an effective, 22
Focus, 6
Follow-Up. See Training, Four-step method
Fortune 1000 companies, 168
Four-step method, 78–79
Four-step training planner, 78
presentation and demonstration, 80, 81, 83
Gallup organization, 141
Good work habits, 33
Gossip and rumors, 34
Government laws, 162
Grapevine gossip, 57
Grievance policy, 35
Harvard Business School, 150
Human resources department, 163–164
“I” messages, 108
Immigration and Nationality Act, 163
Importance of first-line supervisors, 18
Individual benefits, 124
Information available, 15
and leadership style, 15
Information motivation, 6
Interdepartmental cooperation, 17
Internet, 65. See also Intranet
Intranet, 65
Job knowledge, 22
Job motivation factors, 140–141
strengths, weaknesses, and opportunities, 41
Kilmann, Ralph H., 113
Leadership style, 12–15
balanced, 14
choice of. See Selection of leadership style
extremes, 14–15
goals of, 15
scoring, 14
selection of, 15
Leadership style considerations, 16–17
Legal action, 163
Listener needs, 51
problems and solutions, 50
without interrupting, 54
Listening habits, 52
steps to improve, 52–54
factors for improving, 45
Maintaining focus, 72
Making commitments, 132
Management and leadership skills, 10
Managing change, 161, 173–175. See also Stages of change
as a first-line spervisor, 174
role of the first-line supervisor in, 174
Managing workplace conflict, 40
Marx, Groucho, 60
MBWA (management by walking around) 91
Meeting evaluation tool, 59
Meeting planning checklist, 58
closing, 58
conducting, 58
planning and conducting, 45, 56, 58
preparation, 57
Middle management, 8
Milestone chart, 152
Motivation, 5
and behavior, 142
Negative behaviors. See Difficult behaviors, 73
New employee orientation, 71, 73, 76, 78
conducting, 77
goal of, 73
Non-monetary rewards, 102
Ongoing professional development, 184
open door policy See also Accessibility, 26
Open-ended questions, 54, 83, 114
Opportunity to perform, 87
Organization, 1, 2, 4, 8, 17, 18, 32
flattening, 8
power centers within, 17
priorities for the, 32
Organization ladder, 4
Organization of work, 10
Organization policies, 162
Organizational constraints, 16
Orientation program See also New employee orientation, 73
objectives of, 73–75
Overcontrol, 146
“Parking lot” technique, 58
Partners, 31
expectations between, 31
Partnership development, 31
Partnerships, 31
Paying attention, 50
Payne, Vivette, 175
benefits of, 72
importance of, 72
steps involved in, 71
People management, 99
People skills, 10
Performance appraisal process, 105, 106
purposes and benefits of the, 105
Performance appraisal, 40
Performance feedback, 40, 99–101
providing, 101
Performance management tool, 103
Performance motivation, 139–140
factors affecting. See also motivation factors
Performance problems and issues, 23
Personal action plan, 179, 181, 183
being realistic about, 183
Personal qualities, 29
Personal responsibility, 28
Personal standards, 144
setting, 26
Planning and managing change, 175
Planning and organization, 149, 150
imperatives of, 150
Planning cycle, 153
asking the right questions, 153
Positive feedback, 100, 101, 143
Positive relationship, 35
developing and maintaining, 35
Post-training meeting, 86
Power centers and formal structure, 16–17
Preparing an agenda, 57
Presentation/demonstration. See Training, Four-step method, 52
Presenting ideas, 51
Pre-training meeting, 86
Pirorities
multiple, 3
specific, 3
Projects, 32
information on the progress of, 32
Quality and service, 27
Receiver, 47
Recording decisions, 58
Relationship potential, 30, 33
maximizing the, 33
Resolving workplace conflict. See Workplace conflict, successfully managing, 164
Role model, 165
Safety, 162
Selection of leadership style, 14
issues in, 3
using the results of, 11
Sender, 47
Setting goals, 72
Setting priorities, 28
Sharing resources, 133
Shift of focus. See also Focus, 2
Situational leadership, 1
Skill areas, 182
Speaker, 52
Specific results, 47
Stephen Covey, 156
Stevens–Long, Judith. See also Commons, Michael L. 73
effect on productivity, 139, 157
Success, 27
believability of, 27
inspiring, 27
Successful plan, 150
Supervising in a changing environment, 38
Supervising tasks and learning skills, 11
Supervision, 139
Supervisor, 1, 21, 72, 127 See also First-line supervisor
being effective as a, 127
role of the, 21
rules to follow as a, 10
Supervisory roles, 22–23
handling problems and issues, 22
providing resources, 22
Supervisory skills, 18
Supervisory success, 38
Supportive environment, 87
Task force See also Team, 130
Task vs. people, 12
subdividing a, 125
transform a group into a, 123, 127
Team builder, 3
Team development, 41, 123, 134–135
removing obstacles to, 135
Team member, 3, 28, 126–127, 130
being valuable as a. See valuable team member, 123
common approach, 126
complementary skills, 126
mutual accountability, 127
purpose and goals, 126
Team spirit, 125
Teamwork, 123–124, 127–129, 143
improving, 129
share expectations, 127
sharing glory, 129
sharing responsibilities, 128
value of, 124
Technical skills, 4
The 7 Habits of Highly Effective People, 156
The boss, 1, 29, 34 See also “Big boss”
complaining about, 34
positive working relationship with, 30
responsibilities, 1
working with, 29
Thomas, Kenneth W. 113
Thomas–Kilmann Conflict Mode Instrument, 113
Time allocation, 4
Time available, 15
and leadership style, 15
Time management, 139, 155, 156
effect on productivity, 139
The management systems, 155
Day runner, 155
Day timer, 155
Franklin Covey, 155
Time saving, 56
Timetable, 151
Top performance, 142
Trainer, 83–85
being effective as a, 83
rating one’s qualities as a, 85
skills necessary to be effective, 84, 85
Training, 10, 78, 81–83, 86. See also Employee training
benefits of, 78
four-step method, 84
making sure it is effective, 86
Tryout. See Training, Four-step method
Undercontrol, 146
Untrained employees, 79
Upper management, 7, 28, 41, 99, 124
demands from, 28
Upward communication, 30, 32, 33
establishing guidelines for, 32
Valuable team member, 131
keys to Being a, 131
Virtual employees, 41
Virtual offices, 41
Virtual work, 161, 168–169, 171–172. See also Distance management
dos and don’ts for implementing, 171
organization success factors, 171
being successful as a, 170
considerations when selecting a, 171
Vision, mission, and goals, 32
Voice mail, 64
WII-FM (what’s in it for me) 51, 61
organization and planning, 22
procedures for planning and organizing, 139
Work environment, 161
changes in the, 161
Work group, 12
Work plan, 154
developing a, 154
Workforce, 2000 study, 164
Working together, 123
importance of, 123
Working with difficult employees, 99, 106
strategies for, 99
Workplace, 31
written documents in the, 31
federal legislation in the, 163