First Line Supervisor By: Dr. Jeffrey C. Fox, PhD Fox Public Safety: - - PowerPoint PPT Presentation

First Line Supervisor

By: Dr. Jeffrey C. Fox, PhD

Fox Public Safety: Training, Educating, and Consulting LLC

https://www.fox‐publicsafety.com/ Linkedin https://www.linkedin.com/profile/preview?locale=en_US&trk=prof‐0‐sb‐preview‐primary‐button

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Course Description

The course will examine the relationship of first line supervisor’s leadership styles, communication skills, and decision making on the effective performance of followers. The course will examine the relationships between the leader and follower; challenging; inspiring; enabling; modeling, and encouraging. We will compare these interactions and their influence on the organizations that employ both the leaders and the followers. This course is excellent for new first line supervisors, those aspiring to become supervisors, and for seasoned leaders as well.

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Poll Question

Have you ever been or are you currently a first line supervisor? Yes_____ No_____

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Poll Question

When you became a first line supervisor do you feel you were adequately prepared or ready for the role? Yes_____ No_____

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Ten Percent? Life is 10% what happens to us, and 90% how we react to it! Ten percent will create ninety percent?

FOOD FOR THOUGHT!

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Why is the first line supervisor is the most important and influential position within an

• rganization?
• You communicate and demonstrate the values, standards, and culture of the

department to the men and women under your supervision—you guide the Department’s ethos!

• You have the most immediate and personal contact with the employees
• You have the most immediate and personal contact with the public
• Based on your job knowledge, skills and abilities, you will direct the daily work of

employees

• You will wear many hats: trainer, coach, counselor, mentor, and a role model. An

analyzer, pathfinder, goal setter, cheerleader, persuader, and stabilizer.

• You will be there in goods times and bad
• You are a strong influence and have a major impact on the employees you

supervise

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Successful First Line Supervisors possess:

• Strong leadership ability
• Self‐confidence
• Competence
• Management skills
• Sound core values
• And above all else, the understanding of your

influence upon the employees that you supervise

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Leadership Core Values

• Honor—honesty or integrity in one’s beliefs and actions
• Integrity—uncompromising adherence to moral and ethical principles
• Valor—great courage
• Courage—the quality of mind that enables a person to face difficulty, danger,

etc., without fear

• Respect—esteem/admiration; proper courtesy
• Service—an act of helpful activity
• Commitment—to give in trust or charge; to bind or obligate, as by pledge
• Duty—something that one is expected or required to do by moral or legal
• bligation—required by one’s position
• Loyalty—faithful to one’s allegiance, as to a government or friend—faithful to
• ne’s path or obligation (Most importantly to correct principles, ideals, and

beliefs)

• Trust—reliance on the integrity, ability, etc. of a person or thing
• Excellence—the fact or state of excelling; remarkably good—first rate
• Reflection—the act of reflecting—careful thought or consideration

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What are the functions of a manager?

• Planning: Management function of choosing an
• rganization’s mission and objectives and then determining

the courses of action needed to achieve them

• Organizing: Management function of determining resources

and activities required to achieve the organization’s objectives, combining these into a formal structure, assigning responsibility for them and delegating authority to carry out assignments

• Leading: Management function of influencing employees to

accomplish objectives, which involves the leader’s qualities, styles, and power as well as the leadership activities of communications, motivation, and discipline

• Controlling: Management function of devising ways and

means of ensuring that planned performance is actually achieved

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Basic Principles of Management

• Span of Control: The unbroken line of authority that

extends from the top of the organization to the lowest echelon and clarifies who reports to whom

• Normally 5‐7 people

Two complimentary concepts to the chain of command are:

• Authority: The rights inherent in a managerial position

to give orders to be obeyed

• With authority must come responsibility and accountability
• Unity of Command: A person should have only one

superior to whom he or she is directly responsible

• No supervisor shopping allowed!

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Paradigms

The “People” Paradigm

• 1. Leadership
• 2. Effectiveness
• 3. Spontaneity
• 4. Causes
• 5. Release/Empowerment
• 6. Programmer
• 7. Transformation
• 8. Investment
• 9. Customer service
• 10. Principles
• 11. Synergy
• 12. Abundance

The “Thing” Paradigm

1.

Management

2.

Efficiency

3.

Structure

4.

Measurement

5.

Effects/symptoms

6.

Control

7.

Program

8.

Transaction

9.

Administrative efficiency

10.

Techniques

11.

Compromise

12.

Scarcity

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LEVELS OF LEADERSHIP

1st Line Leader/Manager Technical Skills 53% Human Skills 33% Conceptual Skills 14% Mid-level Leader/Manager Technical Skills 33% Human Skills 33% Conceptual Skills 33% Executive level Leader/Manager Technical Skills 14% Human Skills 33% Conceptual Skills 53%

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Leadership vs. Management

• Leaders work on the system.
• Managers work within the system.
• Leaders do the right thing.
• Managers do things right.
• Both are important and are needed.

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Characteristics of Admired Leaders (TOP SIX)

• Honest
• Forward Thinking
• Inspiring
• Competent
• Fair Minded
• Supportive

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Why kind of powers do or should supervisors possess?

There are five different types of power:

• Reward Power ‐ Refers to the ability an individual has to give
• r withhold rewards
• Coercive Power ‐The opposite of reward power in that it

utilizes punishment rather than reward

• Legitimate Power ‐The influence we allow others to have
• ver us on the basis of the value we place on certain of their

characteristics

• Referent Power ‐ Extremely potent, because it is based on

the person’s identification with the source of power

• Expert Power ‐ Refers to our acceptance of influence from

those whose expertise we respect

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As a first line supervisor, you are part of the Department’s management team. It is not a position that you are free to choose sides.

• It is not a position that should foster a “us” versus “them”

situation within an organization

• Some new supervisors have difficulty with this concept
• Having just been promoted from the ranks, it is only natural to

want to continue to be one of the group

• But to be effective as their leader, you must gradually and

diplomatically differentiate yourself from those you supervise

• Sometimes this is not an easy or pleasant task; but remember,

the most effective leaders stand appropriately apart from those they supervise

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Negativity in the Workplace

Conditions That May Increase Negativity:

• Change
• Unrealistic work expectations
• Unclear objectives
• Inadequate tools and training
• Lack of control
• Lack of feedback
• Inadequate incentives
• Physical discomfort
• Lack of recognition

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Herzberg’s Motivation‐Hygiene Theory

Hygiene Factors—certain conditions one expects: breaks, restroom, lighting, temperature, necessary police equipment. The reasonable expectations on the particular job of the working conditions *They negatively affect morale if not present

• The belief that an individual’s relation to work is basic and that one’s attitude

towards work can very well determine success or failure

• Hygiene factors: company policy and administration, supervision,

interpersonal relations, working conditions, and salary

• Motivators: achievement, recognition, work itself, responsibility,

advancement, and growth

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MOTIVATION THEROIES

Maslow

Explaining why people act and do things in a small group is an individual’s attempt to meet certain needs. These needs are best explained in Maslow’s Hierarchy of Needs

Marlow’s Need Hierarchy Self- Actual- ization Esteem Belongingness Security Physiological

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Equity Theory

Employees weigh what they put into a job situation (input) against what they get from it (outcome) and then compare their input‐outcome ratio with the input‐outcome ratio of relevant others When employees envision an inequity, they make one or more of five choices:

• Distort either their own or others’ inputs or outcomes
• Behave in some way so as to induce others to change their inputs or
• utcomes
• Behave in some way so as to change their own inputs or outcomes
• Choose a different comparison referent
• Quit their job

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Ten Commitments of Leadership

Challenging the Process

• 1. Search out challenging opportunities to change, grow, innovate and

improve

• 2. Experiment, take risks, and learn from the accompanying mistakes

Inspiring a Shared Vision

• 3. Envision an up lifting and ennobling future
• 4. Enlist others on common vision by appealing to their values, interests,

hopes and dreams Encouraging the Heart

• 5. Recognize individual contributions to the success of every project
• 6. Celebrate team accomplishments regularly

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Ten Commitments of Leadership

Enabling Others to Act

• 7. Foster collaboration by promoting cooperative goals and building trust
• 8. Strengthen people by giving power away, providing choice, developing

competence, assigning critical tasks and offering visible support Modeling the Way

• 9. Set the example by behaving in ways that are consistent with shared

values

• 10. Achieve small wins that promote consistent progress and build

commitment

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Setting Priorities Solving Problems Having Vision Right Attitude Self‐Discipline Teamwork!!

The Key to Leadership

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• IT’S NOT ONLY HOW HARD YOU WORK; IT’S HOW SMART YOU

WORK! PRIORITY PRINCIPLE Efficiency is the foundation for survival! Effectiveness is the foundation of success!

• Under normal conditions we are efficient
• As emergencies arise, we become effective
• Time deadlines and emergencies force us to set priorities.
• Practice this on regular basis and it will become part of your character.

Prioritizing

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The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.

Attitudes

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• Our attitudes determine what we see and how we handle
• ur feelings.
• These two factors greatly determine our success!
• Walt Emerson – “What lies behind us and what lies before

us are tiny matters compared to what lies within us.”

• Our attitudes cannot stop our feelings, but they can keep
• ur feeling from stopping us.
• Always remember: leadership in its true form has to do less

with position as it does disposition.

• Always Remember: A leader’s attitude is caught by his/her

followers more quickly than his/her actions.

Attitudes

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Steps Toward Responsibility

I.

Be responsible to others.

II.

Be responsible for what you can do.

III.

Be responsible for what you have received.

IV.

Be responsible for those you lead.

V.

Accept Accountability!!!!

All of this breads Character!

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Character Driven Emotion Driven

Do right, feel good Feel good, do right Commitment driven Convenience driven Principle based decisions Popular based decisions Action controls attitude Attitude controls action Believe it, then see it See it, then believe it Create momentum Wait for momentum Ask: “What are my Ask: “What are my responsibilities?” rights?”

Character Driven v. Emotion Driven

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Team Building

Eight Dimensions of Team Excellence:

• 1. Clear, elevating goal ‐ It is better to have a clear idea and have it fail than to be unclear in

conception, because you can learn from failure and go on to the next clear idea

• 2. Results‐driven structure ‐ Example: one team being structured as a separate entity

reporting to the project director

• 3. Competent team members ‐ Select team members for their outstanding talent:

technically competent, friendly and outgoing, politically astute, willing to subordinate his/her

• wn interests in favor of the group goal, willing to spend a lot of time on a task, imaginative,

honest, and interested in a challenge

• 4. Unified commitment ‐Total commitment to the team
• 5. Collaborative climate ‐ Working together is the basic building block of team work
• 6. Standards of excellence ‐ Striving for perfection
• 7. External support and recognition ‐ Emotional support from top leaders and financial

incentives are the strongest combination to ensure that the team continues to give it their best

• 8. Principled leadership ‐ Effective leaders establish a vision, create change, and unleash talent

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Characteristics of Principle‐Centered Leaders

• They are Continually Learning
• They are Service‐Oriented
• They Radiate Positive Energy
• They Believe in Other People
• They Lead Balanced Lives
• They See Life as an Adventure
• They are Synergistic
• They Exercise for Self‐Renewal

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My Favorite Leadership Styles / Theories

1.

Servant Leadership

2.

Transformational Leadership

3.

Situational Leadership

4.

(A touch of transactional when needed)

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Who are you?

• Best Day
• Happy
• Glad
• Excited
• Motivated
• Cooperative
• Great achievers 90% of their potential
• Worst Day
• Sad
• Angry
• Depressed
• Upset
• Worried
• Others 60% of their potential

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• Where are you every day?
• Where are the people you work with or lead?
• Who would you rather work with?
• Who would want to be lead or trained by a

person with 60% attitude/achievement potential?

• High expectations will normally yield high

results!

Who are you?

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Poll Question

How important do you think the first line supervisor is to the success of an agency and its employees? Very important ____ Important____ Kind of important____ Not really important ____

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Final Thought!

Sew a thought and reap an act. Sew an act and reap habits. Sew habits and reap character. Sew character and reap your destiny. (Author unknown)

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