SUPERVISORY SKILLS

Kipling Poem
I keep six honest serving men
(They taught me all I knew)
Their names are what and why and when and
how and where and who
• Understanding Your Team
• Setting Objectives (action plan)
• Communicating
• Delegating
• Giving & Receiving Feedback
• Conflict Resolution
• Motivating
• Time Management
 UNDERSTANDING THE TEAM 
Everyone is different and has individual
characteristics. Great supervisory skills will
enable supervisors to deal with some
influences which shape subordinates’
personalities, and give them knowledge,
experience, abilities, inclinations and
characteristics which suit them for a kind of
work or another.
PE
RS
ON E or I How they focus their
ALI attention or get their
TY energy (extraversion or
TY introversion)
PE
S S or N

How they perceive or take

in information (sensing or
T or F
intuition)

J or P
How they prefer to make
decisions (thinking or
feeling)
 Stabilizers, establishing procedures Catalysts of positive change and
and ensuring that the material take care of the well-being of
needs of the group are met. others. Greatest strength =
Greatest strength = logistics Diplomatic Integration

G ISTJ ISFJ INFJ ENFJ I

U INSPECTOR PROTECTOR COUNSELOR TEACHER D
A E
R ESTJ ESFJ INFP ENFP A
D SUPERVISOR PROVIDER HEALER CHAMPION L
I I
A S
N T
S S
A ISTP ISFP INTJ INTP R
R CRAFTER COMPOSER MASTERMIND ARCHITECT A
T T
I I
ESTP ESFP ENTP ENTJ
S O
PROMOTER PERFORMER INVENTOR COMMANDER
A N
N A
S L
S
Negotiators, making the most
Visionary leaders, developing
of the opportunities at hand.
and consolidating coherent long-
Greatest Strength = Tactical
term plans. Greatest Strength =
Variation
Strategy
ARTISANS
• Their greatest strength is tactical variation.
• Artisans prefer to live one day at a time. They may spontaneously pursue
activities that offer fun or pleasure
• Playful in their interpersonal relationships
• Artisans may respond with denial, insisting that a fact is untrue despite
overwhelming evidence
• They aren't interested in following a rule if they don't see how it serves a
practical purpose.
• They will also avoid reading assignments that are not succinct, practical
and relevant.
• Artisans want to demonstrate their learning through actions.
• they are negotiators, making the most of the opportunities at hand.
GUARDIANS
• Their greatest strength is logistics
• They strive for a sense of belonging and want to be appreciated for their
contributions.
• Guardians often experience stress when rules, expectations, and structure
are unclear, or when those around them do not act according to
established procedures.
• they are stabilizers, establishing procedures and ensuring that the material
needs of the group are met.
IDEALISTS
• Their greatest strength is diplomatic integration
• They are altruistic, taking satisfaction in the well-being of others
• The emotions of Idealists "are both easily aroused and quickly discharged”
• They may become frustrated, or even insulted, when others fail to share
their enthusiasm and instead want an explanation of the reasoning behind
the Idealist's insights
• Idealists strive to be catalysts of positive change
RATIONALS
• Their greatest strength is strategy
• They are often strong-willed, ambitious, intelligent, and self-determined.
• Not necessarily uncooperative, but they will refuse to perform a certain
action if it goes against their understanding or experience and is not based
on sound logic or the facts
• They are easily frustrated by inefficiency or the perceived illogic of others.
• Rationals are visionary leaders, developing and consolidating coherent
long-term plans.
SETTING GOALS
 Job Description
Discussion with
Performance Boss
Review Key Result
Areas ‘Day’ job (routine jobs, on
Adhoc ‘one off’ jobs going work or projects)
from boss
TASKS Managing team

Requests from
internal/external Work arising from
customers PRIORITISATION colleagues

IMPORTANCE URGENCY

Time /Budget to
complete

Planning tools (e.g. year

planner, computer diary,
booking sheets, To Do List)
 SETTING GOALS/TASKS
• S pecific - Do they understand what is expected of them?
• M easurable - Will they recognise success when they see it?
• A chievable – What barriers in their mind to achieving it?
“How do you feel about what we’ve just talked about?”
• R elevant – How relevant is the task/performance
improvement to their job at this moment?
• T imed - Do they know when you plan to review?
 SETTING GOALS (CONT)

• Getting standards across:

– TELL them
– SHOW them
– ASK them
– WATCH an ‘expert’
 Action Plan/Status Report
Priority What? How? Who Ideal
involved? Timescale?
Process Measure
<< What is the action << How will you achieve it? <<How will you <<who will <<State
point?>> – list the process>> measure success of need to get timescale
the action point?>> involved? – from start
list against of project
each item in e.g. within 3
how>> weeks>>
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