New Supervisor Training
Helping new and experienced supervisors make the transition from individual contributor to leader, this practical guide shares a wealth of experience aimed at the realities of becoming and succeeding as a new supervisor.
TABLE OF CONTENTS New Supervisor Training
Instrument 11-3: Self-Assessment for New Supervisors
Instrument 11-3: Self-Assessment for New Supervisors
This assessment instrument is a useful tool for identifying the developmental needs of new supervisors, and it can help participants determine what to focus on in training sessions. In presenting the instrument, trainers might explain why these competencies are important for new supervisors. It is also helpful to follow up with Tool 11-2: New Supervisor's Action Plan for Self-Improvement, which participants can use to outline an action plan for improving in particular areas and in specific ways.
RATIONALE
The 16 competencies considered in this assessment are the vital few that are crucial for new supervisors. They represent what supervisors need to do well in order to be successful leaders. This list is based on years of experience in supervision and management, and grounded in a solid body of theory and research concerning the particularities of professional supervision.
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Influence. A supervisor with influence is able to persuade others to accept a desired point of view, to gain support and commitment from others, and to effect change in others' behaviour.
The essence of leadership is influence. Unless what you say and how you act have a positive influence on the attitudes and behaviour of your people, you are not their leader. Much has been said and written about differences between managing and leading. It is clear that people don't want to be managed - they want to be led. The best way to increase your influence is to encourage your people, tell them about where...
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