3/26/2014. Effective Supervisory Practices. Session Three: Charting the Course and Staying on It. Meet your presenters. Today s Discussion:

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1 Effective Supervisory Practices Session Three: Charting the Course and Staying on It 1 Meet your presenters Michelle Poché Flaherty City on a Hill Consulting Hyacinth Bryant City of Atlanta, Georgia 2 Today s Discussion: Budget Basics Budget Tips for Effective Supervisors Time Management Getting Organized Meeting Management Thinking Strategically Acting Strategically Q & A 3 1

2 Poll: What Are You Most Interested in Today? A. Budgeting B. Organizing Work and Time C. Thinking and Acting Strategically 4 Budgeting Budget Basics: Capital vs. Operating Capital Budget Nonrecurring (one-time), multi-year expenditures New construction Improvements to existing facilities Major equipment Typically recurring, annual expenditures Personnel Supplies Equipment Services 6 2

3 Budget Basics Learn your organization s system Look through the budget book Ask someone to explain it to you Your supervisor Someone from the budget/finance office Watch the budget meeting of your governing body Ask about: What are the biggest allocations in your budget? Why is it designed that way? What other areas of the budget in your organization affect your group/work? What s the schedule/calendar for budget activities throughout the year? How do you pay for something? 7 Budget Basics Don t run out of money Monitor rate of expenditures throughout the year Keep track of expenditures that have been spent but not yet paid Don t save too much money Excessive mid-year or year-end balances can: Be redirected to higher priorities Undermine subsequent requests for budget increases Research requests before submitting them up the chain of command 8 Budget Tips for Effective Supervisors Personnel Costs: Fair distribution of training/travel Fair distribution of awards Supplies/Equipment: Ask team for input; let them select it Set a budget limit Provide quality/performance standards Identify approved purchase sources/processes 9 3

4 Organizing Work and Time Time Management Getting Organized Meeting Management Poll: What is your biggest time waster? A. B. Chit-chat C. Too many meetings D. Personnel issues E. Inadequate tools/equipment F. Burdensome bureaucratic requirements 11 What is the first thing you do when you get to work? Write down right now: What are the things you do for the first hour you re at work? What do you find on that list? How much productivity do you lose a day? Per pay period? 12 4

5 Time Management: Eisenhower Matrix Important Urgent Putting out fires Crises Deadlines Not Important Many interruptions: Phone calls Drop-ins s Not Urgent Planning Evaluation (Checking) Relationship Building Time wasters Rabbit trails X Idle chit-chat Web-surfing Work above the line 13 Time Management: Prioritize Your Tasks Focus on what is most important first. First, schedule the Important, Not Urgent items, then build the rest of your schedule around them. 14 Time Management: Prioritize Your Tasks Prioritize your To Do List. Use ABC,123 method. To Do Meet w/boss Meet w/team Plan budget Order supplies Return calls A = Very Important B = Average Importance C = Low Importance Next, number the items within each letter. Research info File papers 15 Walk around 5

6 Time Management: Schedule Your Tasks 16 Enter tasks into your calendar Mon., Oct. 13, 2014 Task A.1. Important, Not Urgent Tasks A.2, A.3 Lunch Break (call Mom) Tasks B.1, B.2 Important, Not Urgent Wrap-Up Time Time Management: Prioritize Team Work Do the same thing when planning for the team that you do for yourself. Target responsibilities that are important but not urgent first, then build the rest of the plan around them. 17 Get Organized with PDCA: Plan, Do, Check, Act Planning What are the priorities? Who will do what by when? Does everyone know who, what, how, where, when and why? 18 6

7 Get Organized with PDCA: Plan, Do, Check, Act Doing Most of this is their job, not yours. Be willing to pitch in when there s a need. Model best behaviors. 19 Get Organized with PDCA: Plan, Do, Check, Act Checking Quality: Is it as good as it should be? Progress: Are we on time and on budget? Safety: Are we taking care? Materials/Equipment: Adequate? Purpose: Are we heading in the right direction? People: Does everyone have what they need to perform well? How are they feeling about it? 20 Get Organized with PDCA: Plan, Do, Check, Act Acting Take the initiative to correct anything that is off track. 21 7

8 Workbook Exercises to Help You Get Organized Organize Your Time Set aside some time this Friday, Monday, or over the weekend. Begin a weekly practice to organize your schedule for the coming week. Organize your to-do list at the end of each day. Review the causes of procrastination on page 77 of Effective Supervisory Practices. Start working on your favorite one. 22 Meeting Management: First, Set the Group Norms Examples of Ground Rules Start on time. End on time. One person speaks at a time. Everyone participates. No one dominates. In decision making: voice objections/concerns, or agree to concede. (Silence equals agreement.) Everyone shares responsibility for the success of the meeting and of the team. Consider learning Robert s Rules of Order 23 Meeting Management: How to Run a Sit-Down Meeting Agenda Design it thoughtfully, according to priorities and attendees. Ask for input. Distribute it ahead of time with read-aheads as necessary. 24 First Rule of Meetings: If you don t need one, don t 8

9 25 Meeting Management: How to Run a Sit-Down Meeting Chair the Meeting Start and end on time. Stay on topic. Enforce ground rules. Listen more than speak. Invite all to participate. Close by summarizing decisions, actions, responsibilities, and deadlines. Record and Prepare Organize notes and distribute action items for follow up. Plan for next meeting. First Rule of Meetings: If you don t need one, don t Meeting Management: What Type of Meetings Will You Use? Group Stand-up : short; about today s work, top priorities One-on-one: support each team member individually Group sit-down : regularly scheduled intervals Tactical (managing work, more frequent) Strategic (where are we going, less frequent but probably longer) 26 Thinking and Acting Strategically 9

10 Poll: How many of you use goals in your work group? 28 A. We have goals and we manage by them. B. We made goals, but we ve kinda forgotten about them. C. We don t have goals for our work group. D. I have no idea whether we have goals or not. E. I m not sure what goals for a work group would even look like. Leading Strategically: Setting and Managing by Goals Goal: a target that defines an outcome to be achieved. Visualized Inspirational Specific Time Bound Assessable What tasks and activities will help your team achieve its goals? 29 Thinking Strategically Where are we going? When we get there, what will success look like? What are the priorities? Why are they the priorities? What difference will our work make to the community we serve? 30 10

11 Acting Strategically: Start with Heart Have a plan before taking action Anticipate obstacles and how you will remove them or overcome them Align your plan with established priorities Obtain the necessary approvals Create the buy-in to succeed Communicate the plan Prepare everyone involved: Who will do what by when and where How to do it well Why it matters 31 Acting Strategically: Finish strong Celebrate small wins along the way Correct mistakes along the way Learn from mistakes and prevent repeating them Hold people accountable when appropriate Take responsibility when reporting up the chain of command Communicate victories Congratulate, celebrate and thank your team members, privately and publicly Give your team credit to those up the chain of command 32 Leaders articulate the WHY Don t just tell them when and how to do it. Tell them why it matters. This is the difference between managing and leading. Employees who understand what to do and when to do it are efficient. Employees who also understand how to do it best are effective. Employees who understand why it s worth doing are committed

12 Recommended Resources: Budgeting: A Budgeting Guide for Local Government Robert Bland, ICMA Press Government Finance Officers Assn: Time Management: Eat That Frog! by Brian Tracy Death by Meeting by Patrick Lencioni Strategic Planning: Books and workbooks by John M. Bryson on strategic planning for public/nonprofit organizations 34 Questions: Hyacinth Bryant hbryant@atlantaga.gov Michelle Poché Flaherty michelle@cityonahillconsulting.com 35 12