Showcare Payment Field with airSlate SignNow

Showcare payment field

you everyone and welcome to today's webinar hosted by HR dqu and presented by Kiera Godfrey my name is Sarah I'll moderate the webinar today it will be about an hour and if you've any questions you can type them into the questions box we'll be answering these questions as they come in live at the end of the presentation or an email if we do run out of time and then also note that we have handouts that can be downloaded through GoToWebinar it's in the handouts tab on your dashboard so welcome Keira and thank you so much for joining us today great thank you so much Sara so welcome to the most important skills for Supervisors webinar I am Kiran Godfrey and I have the pleasure of being a presenter for this session before I begin I would like to take a brief poll about my audience today to learn a little bit more about you so Tony what is your current job role are you a an aspiring supervisor be a supervisor see a manager Dee a director or above or E are you from the LNT the Learning and Development community where you're responsible for training please let me know good wonderful ok all right dick respond perfect button can close the poll right now so wonderful thank you for your response I see that we have it's great to see so many people from the organizational leadership role as a supervisor or above wonderful yes so I think you'll walk away with a few nuggets today at the end of our time so I see some aspiring supervisors and some from the LNT community perfect excellent all right well welcome all of you I think you'll definitely be able to carve out a good path to your career for those aspiring supervisors and for the LNT community I think you'll at the end of this will really see this as a resource for developing your internal teams so here's our agenda for today we will first talk about a proven supervisory skills model and the five key supervisory skills needed for success I present each skill to you I will begin with an application scenario but I've been opportunity for you to get engaged in this presentation I won't present the situation and then you'll talk about the best options our agenda today also includes a discussion about supervisory do's and don'ts and we'll also talk about the skill improvement tips we will end with how to identify your supervisors your strengths and weaknesses based on the Supervisory assessment tool designed by h RG q and if I stick to my agenda today we will definitely have time for questions and answers so let's begin but we're going to begin with another poll just looking at the scenario here so you have just been given an award for excellence in supervision for 2017 the last year the award was created and voted on by your employees what do you think makes excellence in supervision so if you can answer that and you can put an answer in your chat room what do you think makes excellent in supervision a technical expertise or be excellent relationships yeah so the correct answer is excellent relationships yeah most people are promoted to supervisor each level because of their technical skills and that since they know the job very well however supervisory skills are very different than the technical skills to complete a job so research has shown that the ability to cultivate excellent relationships is an attribute of an effective supervisor so this includes building relationships with employees to the organization and even vendors let's talk about that a little bit more so for for a moment I want you to think about a supervisor that you've had in the past or even in your past experience being a supervisor yourself I'm certain you can attest to the fact that to be an effective supervisor does seem like a balancing act the role of the supervisor is first to align your the goals of the organization aligned with the goals of the organization as you see here and those goals can be to increase production to increase sales whatever the case may be but while you're doing that another role of a supervisor is to to address the needs of the workgroup and those can be as you're responsible for training maybe your workgroup needs performance improvement or even they may be a need to balance pay time off and managing the resources that you have and of course there will always be a situation with you how to resolve conflict so and in doing that you see where it becomes a balancing act so you're balancing the goals of the organization along with the needs of the workgroup so in essence you you're being asked to do this along with that we are in the era now of increasing government regulations they're much more sophisticated technology there's a movement across cross-functional teams now in most organizations and of course as we've worked with Millennials and diverse organizations and you know some employees have another feeling of whether the entitlement or even nowadays employees are much more educated than you've had in the past so as a supervisor there are many skills that you would have to develop an order to be effective in today's environment but despite these changes the basic function of a supervisor remains the same getting the work done through the efforts of others and we're going to talk about the skills that you can develop to do that a little bit better so making the transition to an effective supervisor requires shifting of your attitude and increase the ability to perceive the emotions of your direct reports as well as to manage your own emotions so here is a supervisory skills model that we will discuss over a time together so look carefully at this diagram it tells a story about the supervisors need to balance or function as a link between the organization's management and the employees as a supervisor you're responsible you're accountable to management for completing these work according to expectations and you are accountable to your directive port so if you look here in this model as a supervisor you will use the direction from the organization the direction from the business to perform your job and as you taking that direction you're being able to translate it or it or alliance to organize the work dice and work develop your direct report manage performance formally and informally and of course manage relationships with several teams outside of your workgroup as well and you're doing that transferring back to the workgroup so it goes from the direction from the business and you're now fine-tuning these five skills to be able to translate that information to your workgroup that work can be done so these are the five essential supervisory skills that are more that the more effective supervisors demonstrate in the workplace so let's explore these a little bit more so as a supervisor your view of work must be broader than the view of your employees effective supervisors must be able to guide the work group towards organizational goals in such a way that employees know their needs are not being ignored or forsaken so let's talk about this a little bit more guiding the work so here's the scenario so a project your group received about three weeks ago seems Stahl's even though your group your group knows more important than knows it's important to your best customer so it's stalled your group knows that it's important to your best customer you decide to have a talk with your group about what the problem is so how would you start the discussion a would you tell your group that you need to know what's going on with the project tell them you will accept whatever changes they suggest B would you start by stating clearly that this project must be completed then discuss their expectations for completion and your expectations as well or C would you tell the group that the project is now a top priority and give them a completion date please take about 15 seconds to jot your answers in the chat hey we have all right the answer is B you will start by stating clearly that this project must be completed then discuss the expectations for completion as well as your expectations so dining the work involves taking the direction of the organization and again translating it into actionable plans for the workgroup so being an effective supervisor means understanding the bigger picture which includes the goals of the organization like we talked about before that direction from the business and then taking back to set clear expectations as to how the work will be carried out this is not always an easy feat for a supervisor particularly new supervisors especially that before you were a part of the workgroup and now you in the position where now you're the liaison between the business and that workgroup so it can be quite difficult to do but with that's what we're here today to develop the skills to do that so although it may be challenged at that time any direction it supervises provides has to be supportive of the organization and that's one of the keys I'm going to talk about a lot throughout this presentation is supporting your organization everything has to align back to the goals of the organization so this means fostering an environment in which the employees are encouraged to collaborate and feel empowered to develop creative solutions to sometimes complex problems so failure to empower employees can lead to decrease performance of course something you don't want which is increased turnover so got it set the clear expectations from the start and discuss and discuss the discussion must include the team's commitment so now let's talk about some do's and don'ts as a supervisor you must understand the needs of the organization and then effectively create plans within your groups work to meet those needs so here are a few do's and dont's so I want you to support the organization of gold spectrum district we've involved in the planning process and gain commitments to those action plans act decisively employees work depends on the supervisors decision so lagging and wavering could affect workflow and to be honest is simply a poor example so you so one is definitely act effectively so make plans with specific progress review based plans are necessary to translate intentions into actions so as we going through this I've talked about some don'ts don't tell employees that you disagree with management positions again before before becoming a supervisor you may have been part of the workgroup and so when it's time to to talk perhaps you may not have been speaking favorably about management now you're a part of Management so please make sure that you don't tell employees that you disagree with management again the whole purpose is you're aligning now in a position where you're required to align with the organization and support the goals of the organization so again those consistently prepared detailed plans without consulting your employees make sure your employees are involved in the planning process also don't put off making decisions and tell you ensure that that there are all perfect it's never going to be perfect so sometimes you have to make decisions with what you have but again if you're involving the employees then that helps you make a better decision for more people that that are involved in the process and again don't fail to assign responsibilities of tasks we're going to talk a little bit about delegation so keep that in mind don't fail to align responsibilities as to a finer responsibility for tactic all right so now let's talk about some some skill improvement tips as it relates to guiding the work so make it clear with your work group that useful the organization and its goals also provide direction even when in unfamiliar areas balance asking for information and acting decisively plan in advance so being able to set a work plan who what how a work plan is going to be quite important as it relates to guiding the work and guiding your work group through a process create specific and realistic plans plans are necessary to translate intention into actions whatever strategy the supervisor mystifies whatever you decide it must be clearly defined well understood by employees and unmistakeably communicated gained commitment by actively involving your work group I can't stress that enough without specific commitment to their action plans understanding the goals of the organization's to no good we need to be able to have those plans so you can translate again intentions into actions all right let's move on to our second supervisory skill this involves assigning the right people to the right tests and providing necessary resources to meet work goals so this second skill is called organizing the work so shifting organizational priorities and business transformation and many companies are transforming and going through their business transformations again to be competitive in the marketplace so in order to do that is often necessitates or it's necessary to to consistently reorganize the work so with this change comes opportunity and there is costs associated with it so as I supervise them with responsibilities to the organization you must consider the impact to the bottom line so the primary consideration for organizing and or reorganizing the work is the effect on the organized and again I will always stress that it's always working all these skills must align with the organization and looking at how does it impact the organization so as supervisors in the midst of all these changes we must keep the needs of your there rep reports in mind as well so your organizing the work based on the direction from the organization as well as keeping the needs of your direct reports in mind so let's have a quick exercise about organizing the work so here's another scenario for you you get ready don't you paying attention here so you have appointed one of your people as the leader for a project but it is clear that another employee is really seen as the leader by the group the project is progressing well but it worries you that the leadership is not where you want it to be what would you do a would you make it clear to the group who is the leader and who you support and don't tolerate other sources of leadership be appoint the leader who has the group support as the formal project leader or Steve don't interfere take about this administer your check to 15 seconds sorry to judge your answer in the chat nice thank you the correct answer is singing don't interfere the supervisors are part of a hierarchy in the organizations that they work so working within the hierarchy is critical but it's also critical however as a supervisor to have an awareness of the unspoken hierarchy also known as informal organization the informal organization can have a strong impact on the organization of work and often exceeding the effectiveness of some prearranged cross-functional teams and that's happened in many cases when it is in line with the formal organization the supervisors should simply let it be don't interfere fighting the informal organization is often many of you can attest to this can be fruitless work so as a supervisor you should intervene only when the informal organization is working against the formal hierarchy so the needs intervene will be less frequent if you encourage a culture of transparency trust and teamwork so an informal organized informal leadership in most cases is not harmful so the answers do not interfere so let's talk again about the do's and don'ts in the area of organizing the work but hasn't supervisor you should develop the necessary skills to assign people and allocate resources to accomplish work goals to be most effective and and maximize employee engagement I encourage you to understand what motivates your employees be sensitive to their needs and actively listen and also I encourage you to seek their feedback so let's look at some news here so sec schedules to meet the organization's goals use other's expertise to organize when necessary keep track of what's going on in the informal organization involve others if you have to reorganize organizing the work efficiently often requires the assistance of people and who may be more knowledgeable than you in that particular area these people may often be within or even outside your work group and it's okay here are some don'ts don't accept work changes without question meaning that ask questions if you're the supervisor you're in a position of of leadership and if you're asking your workgroup to perform a task be able to ask questions and be able to take that information to your your work group don't show favoritism or fail to assigned unpleasant tasks and then many times in situations especially for new supervisors who have again been a part of the work group as they know something is unfavorable they may take on those tasks themselves don't do that don't fail to assign responsibilities for a necessary task so whether it's unpleasant and whether it's necessary it's okay to go ahead and and again delegate or assign those tasks to others and we'll talk again about delegation and then don't try to have complete knowledge of every aspect of the work it's okay but there may be some others who may be knowledgeable more knowledgeable about you than you are in a particular area and the skill of the supervisors being able to leverage that knowledge within your team and organizing the work accordingly okay so let's move on to some skill improvement tips as it relates to organizing the work so handle ships and priorities quickly investigate unforeseen problems and solve them consultant ways to gain complete knowledge of the work follow the rules regulations and lines of the organization again I'll say to begin all of this is is it has to be in line with the organization and to support the organizational goals so depending on the industry there are going to be rules regulations and guidelines and making sure that as you organize the work it also aligns with those also another tip is to accommodate the needs of your workgroup when they are not in direct conflict with the organization's needs again this is a part of the balancing act you are talking about let's move on to the third supervisory skills which involves knowing and actively working to increase the skill level of each employee being supervised so this third skill is called developing your direct report or developing your staff a supervisor who is aware of the unique features of each direct report in the workgroup will be best equipped to help them meet their potential and that's what you want to do as a supervisor there's a skill and being able to develop others all right let's hope you're ready and paying attention here so let's talk about another scenario let's see what you see what you have to say here so you believe that one of the people you supervise has the potential to be promoted but that person lacks confident in his or her abilities how would you build his or her confidence please add your answer to the chat box would you a give the employee a challenging assignment that you are sure he or she can complete with some effort would you be give the employee an easy assignment and then praise him or curve when the assignment is completed or si praise the employee publicly each time he or she completes an assignment please add your answer to the chat box great thank you so much for your participation today the correct answer is a give the employee a challenging assignment that you are sure he or she can complete with some effort this creates more engagement and a greater self-esteem on the completion so investing in an employee's development takes commitment it takes trust and a well-defined objective clearly established action plan and follow-through by both you and the employee delegating work to employees creates more engagement and builds the skill base for organizing and of course it frees you to develop your own skills so it's okay to delegate to employees because it's helping to build them up furthermore if you assign these tasks or this work as perceived as challenging and engaging and it aligns with the employees underlying in interest you can boost fertility you can boost company's morale and you give again you give those those employees a greater sense of self-esteem on on the completion of those tasks so definitely you want to give them employee and a challenging assignment that you are sure and he or she can compete with some efforts so let's move on here - a few do's and don'ts as it relates to developing your staff so developing direct reports involves increasing the skill level of each employee by learning his or her strengths and then assigning tasks according to those strengths that need to be developed so as you doing back through a delegating work you should start by organizing the task and then choosing an employee who is willing and able to develop the skill to complete the task so here are few do's and don'ts as you go about doing that so delegate work that develops your employees skills so this is intentional work is necessary work that you know what developing employee skills do get to know employees on an individual basis you have to know your employees and this doesn't always have to be a formal process and there are many things you can do to have discussion groups with your employees or team-building exercise so keep employees informed about the status of the request and you request that they make four and then it come to you and say they prefer or they would like to be on a certain career track or they have a few career goals and they want to discuss with you so keep those in mind and make that a part of how you develop your staff make your expectations for results clear when you do delegate the task okay let's talk about a few don'ts don't complete tasks yourself because they require effort to teach others in a supervisory role you automatically become a teacher you automatically become a coach and in some cases you automatically become a mentor so you want to be able to delegate those tasks don't treat employee as a group rather than an individual it in the case of employer the supervisors you almost have to cede the trees and the forest at the same time so you have to see a group but then also see each individual employees don't forget to tell employees about the status of their request again and also don't delegate only to people who already have the skill for a task as you're developing your employees you really want to look at who needs to be developed in a particular area and just because somebody already has the skills it will be easier to give them the work to do however as a supervisor you're developing your staff so you want to give those opportunities to somebody who may need those skills as well all right so let's move on to some tips here the tips aren't developing your staff so take time to delegate supervisors who refuse to do this to refuse to delegate you're robbing your direct reports of an opportunity to perform delegating work that develops employee skills and that does not require your formal Authority it's okay just delegate the work ask them to do it set clear expectations delegate to employees who need development and are willing to be developed provide clear expectations and follow up regularly that challenging and release realistic goals for your workplace all right waist moving at a steady pace here I think load up and get to them so your questions at the end so the fourth supervisory skills involves removing the obstacles to better performance so employees can meet their own organization's objectives their own objectives as well as those of the organization's so the obstacles to employee performance can be found both within the employee and in the work environment itself so to be an effective supervisor you must be mindful of and being able to manage the obstacles in both areas again the obstacles can be within the employee themselves their confidence or the ability or skills and also in the environment the working environment may be there's an obstacle with the resources so we want to be able to balance though the help to remove those obstacles so you can manage performance so managing performance like all the other supervisory skills you have talked about so far is a daily task that requires you to remain aware of each individual employee so you have to know what they what performance is required and then what skills they have and how to fill that performance gap all right are you ready let's have another scenario here tell me what do you think one of your employees is always just a little bit late completing his or her assigned tasks it hasn't really affected the work but it annoys others what would you do would you a schedule a formal performance review meeting with the employee and documented be tell others in your group to work around it because it's only a minor problem or would you see have a short informal meeting in what you told this employee about the impact of the problem and discuss solution who needs add your answer a B or C to the chaplain thank you great the correct answer is C having short informal meeting in which you tell this employee about the impact of the problem and discuss solution why because in many cases coaching is more effective than a formal review and it helps them for you gain awareness of actions a large part of managing performance it involves the continual coaching of direct reports to achieve their potential and you want to understand their career goals so having a coaching session that is important and in many cases like a dispense coaching can be more effective than a formal review is less intimidating and most times in in these sessions your direct reports will be more possible with you it begins with looking into the future and deciding what what level of performance can reasonably be expected of this employee and also looking at what are their career goals so beyond teaching employees how to perform as a supervisor you should strive to instilling them a level of self confidence in their ability to perform another aspect of managing performances is dealing with performance problems so what you may encounter and in many cases I'm sure you can attest that there you will encounter performance issues I can guarantee you that when these problems occur the best approach you can adopt is to maintain a voice of reason and become so once again taking the perspective of the organization and encouraging employees to do the same doing this you will focus the discussion on performance issues that are really important so if you're aligned performance to the organization and what is it that needs to be accomplished then you can focus and find and hone in on the performance issue so the key to managing performance is helping employees to gain awareness of their actions so let's talk about some do's and don'ts as it actually relates to managing performance so when managing performance you must track the performance of employees so being aware of them and then helping them meet their own objectives and those of the organization so here are some some tips on how to do that here are some do's track performance and provide feedback on a continual basis and though many of you have one-on-one sessions with your direct reports and that's something you should do often I encourage that and then judge performance by how it affects the organization always keeping in mind the goal the objectives of the organization remain objective so try to look at the situation on problems from many different angles the get commitment from employees to improve their performance making them accountable and making given them responsibility for their performance so keeping employees involved in reviewing and tracking their own performance will increase their program their commitment to improve so here are a few don'ts don't review performance only once a year those annual performance reviews that's that's an HR function but on a day to day basis a weather work occurs you want to be able to have one-on-one sessions with your your direct reports and sometimes doing that weekly to understand where they are what performance so don't judge employees before you talk with them about their performance that can be many underlying reasons that performance may not be at the level that you expected and so in this case during those one-on-ones do not judge go ahead and have that conversation and allow yourself to become emotional and there are reasons why an employee may not be performing and so once you find out what their reasons is it's okay to show empathy as you're going through that and again but keeping these the objectives of the business in mind and that's how you want to focus your conversation then you can make sure that you're accomplishing that emotions doesn't overpower the situation but yet you still show an empathy and also accomplishing the performing level that you're looking for and then don't try to fix every problem no matter how small it is you're not going to be able to so in this patient have to pick your battles looking at the needs of the organization who's really prioritizing which skill and performance level that's required so let's look at a few skill improvement tips so perform these steps I'm encouraging you to perform these steps on the ongoing basis of your employees tell them what you expect of them monitor their progress and provide feedback formally evaluate their performance again in line with the annual performance reviews have a system again where's one-on-one sessions with during your direct reports provide suggested actions and please perform employee performance superfruit to improve employee performance provide those suggestions and feedback so address performance problems as soon as they occur do not let it linger do not wait and say oh one more time one more time I'll give them one more time as soon as you see it go ahead and address it so it won't bug snowball into something bigger - learn to distinguish between problems that need formal attention and those that don't confront behind the scenes problems when they affect performance okay and you can see here problem you get the sense by now that in order to do this I really need to know my employees I really need to understand who they are what their goals are what are their strengths and weaknesses let's talk about some resources for how you can do that all right let's move on to number or no I think this is our last one number five let's go here managing relay and ships so the fifth supervisory skill involves developing and maintaining good relationships with other groups so that's the employee your employees an organization can meet the goals so this relationships I'm talking about here includes relationships with the organization relationships with the direct report and then in essence relationship with venues as well so this skill that we're going to talk about now is called managing relationships so as a supervisor your direct reports you can use you and your direct reports don't work in a vacuum so as organizations become more connected internally and externally the ability to manage relationships with other groups has become a key skill for supervisors now in many organizations you're seeing cross-functional teams work together and in many organizations and now global teams that require to work together so between human resources technical experts regulatory bodies and internal and external customers as a supervisor you have your hands full trying to maintain good relationships with all of these groups and that is still that you're gonna have to cultivate in order to be effective so let's talk about managing relationships here's a scenario for you you have been blindsided quite a few times recently by changes in the organization that you don't know about that you didn't know about what other supervisors did know your group is starting to get upset what do you do do you a ask your boss to keep you better informed about what is happening be make an effort to get to know other supervisors and talk to them about what it's happening see result that you never know everything and then you teach your people how to react quickly to unexpected things so please you in the chat room the chat box please answer a B or C how would you what would you do in this situation but hey thank you for your responses I appreciate it the correct answer is beanie make an effort to get to know the other supervisors and talk to them about what is happening so like the other supervisory skills we talked about earlier some managing relationships that should be guided by the goals of the organization so taking an organizational perspective and dealing with how you put together how you put together your work group doing that puts everyone on common ground providing a reasonable basis for decision making it helps to do that because now you're building these relationships with other groups and now are you on common ground when it comes to interfacing with these groups though real cooperation is not a matter of getting along well it takes into account the constraints and goals of others so it's working together really making sure that what they're trying to accomplish aligns with what you're trying to accomplish and you know you exchanging the resources as well the communication is going to be key to some be crucial in maintaining good relationships particularly with groups that interact regularly with yourself as a supervisor so keeping other groups and forms of your plans and keeping abreast of activities of the rest of the organizations ensure that your workgroup will be well positioned to succeed and so again making an effort to get to know those supervisors and other supervisors there's just a good source of information and support and you want to leverage that information and support within your organization because it does help your workgroup so let's talk a little about some do's and don'ts so managers should work closely with others to ensure that your workgroup is effective and the organizational goals are met so here are a few do's so do keep other work groups informed about your plans when possible and when reasonable so we're not talking about just exposing everything and you know copying you know five and six people on an email we're not talking about that is really when it's possible and reasonable and there's a particular goal in mind consider others request for help based on the needs of the organization so as you go to others they're gonna come to you too and want to be mindful of that and be open to helping become generally familiar with other work groups and learn to manage conflict so there's going to be conflict and any type of group setting name type of team setting you're gonna get to that point and so as a supervisor you want to become very familiar and develop those skills and how to manage and mitigate conscious conflicts and then do develop relationships with other supervisors again it does nothing but help it's a it's a skill that you really will have to develop in order to be successful so let's look at our key don'ts here don't try to acquire resources by complaining about your group situation we're not looking for sympathy we want empathy we want that's not what you want to do you don't want to complain about it you want to really set up making those relationships meaningful and making sure that they align with your work group goals and again the goals of the organization try to have complete don't try to have complete knowledge of the other workgroups and you really want to know at the surface level what is it that they're performing maybe some timelines and then seeing how you can work within that that timeline is seeing how you can again leverage the resources within the organization leveraging that but knowledge don't turn down all requests for help that inconvenience your group and sometimes they may be a situation that your group is inconvenience however when you're working together sometimes you might be inconvenienced by a request and sometimes they may be including this by your request so really look at each situation objectively and being able to decide on how you're going to proceed and finally don't accept work from other work groups without questions asked being able to say hair is I hear what you're asking and tell me more I would like to know more about your request but here are some tips here on managing relationships in the work environment so the first tip is view other work groups as partners they are partners you work for the same organization you're aligning to the same organizational goals there are partners acquire resources by Framing requests according to what is good for the organization rather than mike about the group of a microscopic view of what's important to the work group and then know how and when to ask for support from other work groups respond to requests from other work groups by understanding the organization's goals and hopefully here now you do see how communication becomes so important I'm understanding it worker but you understand the people on your team and your work group understanding these other work groups and then understanding the needs and and the goals of the organization it's a lot of information passed back and forth that you have to be aware of as an effective supervisor and then of course network with other supervisors for help and information that's going to be important as you're working through and gain perfection as a effective supervisor so we did it here is a recap of the fun of the five supervisory skills receiving direction as a supervisor this is the balancing that you're doing you're receiving direction from the business understanding what that direction is understanding the objectives of the business and then you're going to be using the skills as to develop your staff to developing your direct report managing relationships managing performance guiding the work organizing the work you're doing this and then you translate that information to your workgroup and you're managing that so I encourage you to continue to fine-tune your skills by practicing what you have learned today let's final end here we're talking about effective supervisors so for those on the call who are responsible for supervisors or for those aspiring supervisors and you can develop strengths of an effective supervisor by assessing and identifying what to do what's your pure workgroup what do they do well how they need to be developed do they need coaching do they need mentoring do they need training of course working with your your lmd team and you can begin to figure out how to do that what's the best way where the sources are available in your organization and of course identifying where the performance gaps so there are online supervisory assessment tools that can help you to do that for those current supervisors for those in the LM D and the training community you can take and you can take these assessments as well and these are available to help you find to the skills that you already have so I hope you enjoyed this presentation today it was indeed my pleasure to present this webinar to you so as I send this over to Sarah to see if we have any questions I ask that you please take note of my contact information on the screen and I would like to let you know that it has truly been my pleasure having this opportunity to speak with you today so Sarah it's all yours are there any questions all right Cara thank you so much yes so here is information is on that sure go ahead get in touch with her for any other questions after this webinar and then also we do have some time for life soon a so go ahead shoot those into the chat box now and while we wait for some of those questions the filtering let me just told you a little bit about discounts that we're offering for everybody on the line say anchor if you could just advance the next slide please sure thank you so I supervised questionnaires that's the foundation of today's session and we're actually offering a 30% off discount on that product so go ahead and use the code SS u18 at checkout and let's see the questions are coming in quickly our first question is coming from Laura will this program keep them what they need to know in one session oh that's a good question and Laura I wish I can say yes but the reality is that the course that in charge DQ offers it with the more comprehensive course but it's designed to help you improve your skills every supervisor and needs they will receive the skills as needed however they will need to have the opportunity to practice and the true skill is really developed once they're practicing what they've learned in the course through their actual work environment so the ability to practice and and being able to fine-tune those skills really occurs in the live setting the working with their work group so in reality they will need to be multiple sessions and even refresher training as you go along so you receive the information in the classroom but true learning takes place when you're actually in that environment so no it won't just be one session all right wonderful thank you Alex see moving on our next question is coming from height how you ensure there's application or a transfer of learning after the program so really um don't expect perfection even this was a great webinar by massaging myself but don't expect perfection even after listening to this so the transfer of learning requirements this practice I was talking about with Laura I would encourage you to take a more in-depth course to develop your supervisory skills in an environment that allows you to practice so you're taking the court and then again you're you're allowing yourself to practice in a safe environment where you have a coach or you have a instructor who's able to let you know okay what to do or what not to do and how did you perform so that the transfer of learning become takes place again once you leave the classroom you want to immediately apply the skills you've learned today immediately apply those skills you've learned in the classroom and then take advantage of the tools the other tools that a charge DQ provides as well and that's maybe some other tools with team-building or coaching negotiation whatever the case may be so you ensure that by being a part of training session applying what you've learned immediately and then constantly fine-tuning those skills all right wonderful let's see next question is coming from Mary which one of the skills to give supervisors the most difficulty all of them all of these skills work in unison under needed for effective supervision to demonstrate that in the workplace you're gonna need all of them if I had to choose one I would say that probably managing relationships is probably probably gets the greatest challenge and the reason being is that it's the skill that can't really be taught in the classroom it's a skill that you must develop them how you going to show care and concern and empathy during times when they then you may need it yourself as a supervisor so sometimes developing those relationships managing all of those relationships again the relationship with among your your team the individuals among cross-functionally among the other workbooks and sometimes there may be global and then and although your manager as well and then with the organization so I think managing relationships sometimes proves to be the most difficult all right yes perfect but see moving on our next question is coming from Ed what if any other instrument for activities can I use with this program yes well as I think with all the resources that HR zq provides i think the the online the supervisory skills assessments or the questionnaire i think that's a great new source to be used with the program the for its LMG community all of these can be purchased and you can teach these in-house yourself there are also some some games that in charge DQ provides that can also fine-tune these skills and offer opportunities for practice and in the safe environment of a classroom so yeah there there are lots of resources that you can use that can help you be effective no say think perfect so i think we didn't have time for one more question and that question is coming from orange when is it a good time to give this program to my supervisors when is it a good time anytime is a good time it's never too late for the season supervisors for those aspiring to be supervisors it's never too late there's this opportunity you can fine-tune your skills and you can develop new skills so it's never too late yeah agree so yeah we had some great questions today i'm gonna go ahead and since about question box i know we did not get time for all these questions so what we're gonna do is we're gonna put those unanswered questions into a words off and then actually sending those out sarah and then she'll be answering those and we'll probably be sending those out about this next week with those answered questions so here would you just like to add and final thoughts before I wrap up this session then for today yeah thank you I would say thank you so much to all of you for attending this webinar today I hope that it was helpful to you again you can get in contact with me if you have any questions for the board and I wish you well on your supervising journey I wish you well I think it's a wonderful place to be for those aspiring I say totally congratulations in advance and I think you'll do well so thank you for this opportunity to lay charges you you as well I mean all of you and for the rest of your day and I appreciate it thank you yeah wonderful thank you so here again and everybody on the line we appreciate your time and we hope you found safe of our informative thanks all right