Goals of Supervisor Development
- To provide clear expectations of the supervisor role and the related competencies required to serve in this capacity.
- To provide competency-based development through learning experiences that allow participants to apply what is learned both during development experiences and on the job.
- To provide options and access to deeper competency development through curation of resources (accessible for self-directed development) and peer/social learning through hands-on experiences (e.g. Supervisor Roundtables, Bagels and Laws, Crucial Conversations, etc.).
- To understand how Rice values and principles (see RICE MILE) serve as the foundation for all employees at Rice despite one’s position within the university.
Individual Coaching for Supervisors
Individual Coaching for Supervisors is available and scheduled based on coach availability. Complete the Request for Coaching form.
2018 Supervisor Roundtables & Training
This section outlines training and professional development options for Supervisors by month. Please contact us regarding registration, future offering of a training listed, etc. at email@example.com.
Setting and Communicating Expectations Click HERE for the Resources
February 26 (11:30 a.m.-1:30 p.m.)
Poor performance, turnover, conflict and disengagement. This reads like a checklist of most leaders’ worst fears. While there is no single silver bullet answer to solve all four of these problems, there is one major component common to all. At the root of most issues and workplace conflicts is unclear or mismatched expectations.
For optimum performance and strong relationships, make sure expectations are clear in four key areas. At the February 26 Supervisor Roundtable we discussed best practices for setting and communicating your expectations and reducing (or eliminating!) your worst fears. Access the link above for the resources presented in this session.
Coach & Cultivate Your Team Members
Held March 26
Click here for resources from this Roundtable
Description: We have been talking a lot about coaching as an important aspect of Career Development and Performance Development. But what exactly is a coaching conversation, and how does it differ from other performance feedback discussions? How would you rate your readiness to coach? How would your team members rate their readiness to be coached? How do you know when it's most appropriate to coach? How do you prepare for that initial coaching conversation?
Join us at the March 26 Supervisor Roundtable to learn the answers to these questions, and walk away with some tools and resources to support you in thinking about, planning for, and engaging in coaching conversations.
Conducting a Coaching Conversation
Held April 23
Click here for resources to this Roundtable
Description: You understand what a coaching conversation is and when it's most appropriate to conduct, you know that you and your team members are ready to coach and be coached, and you've prepared for the initial coaching conversation. Now what? How do you actually initiate, conduct, and conclude that conversation? How do you establish outcomes for the coaching session, ask the right questions to achieve them, and identify next steps?
Join us at the April 23 Supervisor Roundtable to learn the answers to these questions, and walk away with some tools and resources to support you in creating an agenda for the conversation, co-creating (with your team member) a plan for the conversation, and setting up/planning for a follow-up conversation.
Held May 14 | Click HERE for resources from this Roundtable
Description: We all know (or have known) someone who is extremely bright, yet seems to struggle or cannot seem to attain his/her desired level of success. If you were to describe this person it would most likely include descriptors of traits and/or behavior that is negative or problematic in some manner. Though usually referred to as "soft skills" these skills can derail a leader and even be career-limiting in some cases. In other words, these "soft" skills have become more like "success" skills because they are vital skills for leaders to have in today's work environment.
Knowing this, how would you rate your emotional intelligence? Do you know how you are perceived and how this perception impacts your leadership effectiveness? Additionally, do you know the signs of an emotionally intelligent team? These are questions every leader must ask. At the May 14 Supervisor Roundtable, we will dive into this incredibly important leadership/supervisory topic and provide some strategies to not only check the emotional intelligence thermostat but take steps to raise the temperature on your team.
2017 Supervisor Roundtable Descriptions & Resources
Vision Casting - was held January 23rd
For Vision Casting resources and additional resources on strategic thinking, please visit the Competency-Focused Development page and click on Strategic Thinking.
Description: You’ve heard the saying, “if you aim at nothing, you’ll hit it every time”. Great leaders know that sharing their vision is the surest way of accomplishing their goals. Take John F. Kennedy for example, he shared his vision of putting a man on the moon and did it. Or even our very own founder, Edgar Lovett; who envisioned a “university standing of the highest grade”, and proposed “no upper limit to [Rice’s] educational endeavor”. These leaders not only shared their vision, but they created enthusiasm and support from others to achieve their visions.
Effective leaders know that visions determine their mission and outcome. Therefore it is critical that leaders not only know what their mission and vision is, but that they also communicate it in a way that generates passion and commitment from others.
Developing Yourself: Put Your Oxygen Mask on First - was held February 27th
For Developing Yourself resources and additional resources on self-development, please visit the Competency-Focused Development page and click on Self-Development.
If you have traveled anywhere by airplane, you have no doubt heard the flight attendant say “Put your OWN oxygen mask on first” as it pertains to how to respond to situations. Basically, taking care of your needs first will allow you to best assist others. It is no different with professional development. In today’s world of constant change, professional s must make development a priority by first modeling its significance through self-development.
As Supervisors it can be hard to maintain self-focus as we are pulled in many directions while at work and even personally. Luckily, there are many avenues available that will allow you to develop effectively and intentionally while also meeting your individual needs for learning, accessibility and limited time for development. Join us as we assess your self-development and present options, both at and outside of Rice, that will support you in developing professionally and ultimately being a more effective supervisor.
Developing Your Staff – was held March 27th
For Developing Your Staff resources and related resources for developing others, please visit the Competency-Focused Development page and click on Developing Staff.
Are there real benefits to intentional staff development? Let’s be honest, as a supervisor it can be challenging to develop our staff. Time and resources are limited and each person has unique needs despite the job they occupy. Here’s the good news…you are not in it alone!
Not only are there substantial benefits, staff development does not have to be time-consuming, budget-busting or solely developed and maintained by the supervisor. Learn about the 5 conversations you should have with each employee and how to co-develop a plan where the employee takes ownership with your support, as well as the support of Rice University. You will also receive a tool that will guide you in facilitating this process and how to access associated tools and resources.
Flexing Your Leadership Style (April 24th | 11:30-1:00 | Miner Lounge)
Why should YOU have to adjust your style, and why is flexing even necessary? Well, you may be able to get away with not “flexing” in the gym but in today’s work environment, it is non-negotiable. Considering the pace of our work day to day, and the consistency of change overall, being flexible is a huge leadership advantage. Add in the fact that you work with a diverse range of people and situations and you can see the need to “flex” is becoming more and more important for leaders.
As supervisors and leaders, we all have strengths and experiences to leverage when leading others. Like it or not, we all also have blind spots and areas to improve as leaders. Join us as we explore flexing one’s leadership style, including when and how to do so in a way that is most effective and least costly to you personally. We also will tie in the 4 areas of emotional intelligence, and discuss not only how each impacts the way you may be perceived as a leader, but also what situations may derail you in your goal to be an effective leader.
Details coming soon!
Details coming soon!
Bagels & Laws: November 9 (9:00-10:30); Farnsworth
Details coming soon!
2016 Supervisor Roundtable Descriptions & Resources
Listening First - was held September 12th
For Listening First resources and additional resources on Listening, please visit the Competency-Focused Development page and click on Listening.
Description: We’ve learned about 85 percent of what we know by listening. Yet less than 2 percent of us have had any formal training in listening skills. With so many external distractions (other conversations, email chimes, cell phones ringing, interruptions, etc.), it’s no wonder we retain so little of what we hear every day. However, listening is critical to building trust, showing respect, reducing misunderstandings and conflict, communicating and understanding expectations, and just working better with others. Learn about your own listening skills, and gain some tools and tips on how to listen to be more effective in the workplace.
Communicating Change - was held October 10th
For Communicating Change resources and additional resources on managing and communicating change, please visit the Competency-Focused Development page and click on Managing Change.
Description: Communicating effectively can be challenging. Change can be difficult, and often meets with resistance. Communicating (about) Change can seem like a daunting task . . . but it doesn’t have to be. Learn about barriers to communicating and to change, brainstorm ways to communicate change, and walk away with some best practices for delivering your message and garnering support for the impending change.
Getting Things Done - was held November 14th
For Getting Things Done resources and additional resources on productivity and time management, please visit the Competency – Focused Development page and click on Time Management.
Description: We all have the same 168 hours in a week, so how is it that some people seem to get things done and find time to relax and play, while the rest of us feel like the proverbial hamster in the wheel, constantly in motion but not sure our efforts are yielding good results, let alone relaxation time?
- learn some key steps, and important thought processes, for managing your workflow at work, at home, in your life
- practice putting these steps into action
- preview a program that can assist you in managing your workflow
- receive some guidelines and a tool to help you manage the “stuff” in your life
Boundary Spanning & Crowd Sourcing - was held December 5th
For Boundary Spanning & Crowd Sourcing resources and additional resources related to collaboration, please visit the Competency – Focused Development page and click on Collaboration.
Description: Rice is a community of smart, resourceful people who collectively know a lot about getting the job done effectively and efficiently. But our silos and focused attention on our own tasks often prevent us from leveraging the wisdom of the masses. At the December Supervisor Roundtable, let’s hit the “pause” button for 90 minutes, kick off Employee Learning Week, and come together to share resources, tips, tricks, and best practices. Bring lists of your favorite websites, go-to colleagues, templates, and “can’t live without” tools. Leave with even longer lists of useful websites, go-to colleagues, and other resources to help you work more efficiently and effectively.