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SFHS Academy Brief
November 2009
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Welcome to St. Francis
Health Service’s Supervision I alumni
newsletter.
The
objective of this newsletter is to review key methods
and guidelines learned in Supervision I: Fundamentals of
Leadership, and to encourage you to reapply what you
learned.
The key to learning any skill or technique is
repetition and going out and doing
it.
In the introduction of
Supervision I, we heard that Supervision is a profession.
The job of a supervisor
requires specialized knowledge and training in many
different areas.
As a supervisor, we must be prepared, competent,
committed and proud to do the work we have selected or
were chosen to do.
A
professional
is one who applies the skills and knowledge of their
profession, seeks to learn from their mistakes and
listens to their employees, their peers, and their
boss.
This month’s tip
reminds us of some techniques
to:MAKE THE MOST OF YOUR
MEETINGS
- Prior Preparation Prevents Poor
Performance
a. At least 48
hours in advance, send out an informal agenda with
topics, speakers, time constraints, action items, and
desired results.
Insist that each participant is prepared and
has the proper documents and research. This will
build momentum toward positive results and keep the
meeting’s momentum moving forward.
-
Time
is of the Essence
a. Start your meeting on time regardless of
the number of absent members. Don’t punish
those who arrived on time by waiting for others. Tell
latecomers they can get what they missed later. This sets the
standard for future meetings and may encourage them to
arrive on time more consistently.
- Begin
Each Meeting With a
Prayer
a. Utilize St. Francis Health Services’
Book of Prayers (www.sfhs.org; “Emp. Reference”)
a.
Know what result
is desired from the start and communicate it at every
opportunity.
Guide meeting conversations and discussions
toward that conclusion. (*Remember to
use the “Circle 6” (C-6) technique we learned in
Lesson
1.)
- Moving
On
a.
Have a list of
questions ready to stimulate thought and initiate your
C-6 exercises.
Try incorporating some of these
questions:
i.
How
will this happen?
ii.
Where has this worked
before?
iii.
Is
there any evidence that will verify what has been
said?
iv.
How
do we start and maintain
momentum?
v.
Will
this idea have any constraints
b. The underlying
message you send to employees when you do a C-6 is “I
care about what you think.” This makes you
more approachable to employees outside the C-6
meetings.
- Stand-Up
Routine
a. Many of you
already conduct meetings where everyone stands
up. The
idea is that the body and the brain work more
effectively from this position. These meetings
can achieve results quickly because it’s easier to
think off the top of the head when on the
feet.
- Eat
– then Meet
a. If you plan to
have food at a meeting, schedule a separate time
for eating into the itinerary. For example,
if the meeting begins at 8:00 a.m. sharp, in the
agenda, state that breakfast will be served from 7:30
a.m. – 8:00 a.m.
- There’s
Always a Next Time
a. If appropriate,
schedule the next meeting before the end of the one
you’re having.
Allow enough time for projects and assignments
to be completed.
b. Make sure that
action and follow-up items are written down so there
is no confusion afterward. c. Distribute
minutes no more than 48 hours after the meeting and
reinforce task
accountability.
Resources: Dale Carnegie
Training and Employers Association,
Inc.
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| Quote of the day:
“The
difference between ‘involvement’ and ‘commitment’ is like an
eggs-and-ham breakfast:
the chicken was ‘involved’ – the pig was
‘committed’.
Anonymous |
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St.
Francis Health Services
801
Nevada Ave. Suite 100 • Morris, MN 56267
Phone:
320-589-4903 • Fax: 320-589-1270
www.sfhs.org | from: Leah
Nelson | | |