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Supervisor Development Programme (Seminar)

Supervisor Development Programme Overview:

The Harvard Professor, Linda Hill, stated that moving into your first supervisory role requires a transformation of your professional identity —a new mindset, a new set of values. It’s so much harder to deliver results through others, so becoming a supervisor is not only about the acquisition of competencies, but really being able to work with other people rather than working on your own.  This Program helps the participants to face this transition and define new ways of working that will allow them to be effective leaders in their organisation.

The Course: Supervisor Development Programme:

Supervisory Development Program, based on the Optiway Global Leadership Competencies Framework, seeks to assist recently appointed leaders and supervisors to transition into the leadership role. This is the most significant and challenging transition – from subject matter expert to delivering results through a team.

(Supervisor Development Programme)

During “Supervisor Development Programme Participants Will:

  • understand the transformation process to supervisor
  • understand their personal impact on others and flex their communication and behavioural styles and approaches to improve working relationships
  • articulate and role model their personal leadership “brand” and values while valuing others’ strengths and differences
  • empower, support, coach and challenge their people to grow and perform at their best
  • deliver results through setting demanding yet attainable goals and continually managing and measuring people’s performance
  • give developmental feedback to allow direct reports to grow and perform at their best

The Benefits of  ”Supervisor Development Programme:

Typical results at work include:

  • A leader who concentrates on the important issues and aligns their team with what really needs to be done
  • Effective communication that will instigate changes to be made in the organisation
  • Improved motivation
  • Enhanced team working
  • A proactive approach towards change


Supervisor development programme uses projects to allow participants to experience leadership situations and learn through reflection what changes they need to make in their approach to leadership.

(Supervisor Development Programme)

Who Should Attend “Supervisor Development Programme”?

  • Recently appointed Team leaders
  • First line Supervisors
  • Team leaders keen to further their management skills
  • Project managers
  • Leaders who wish to re-establish organisational purpose and direction
(Supervisor Development Programme)

Supervisor Development Programme Outline


Module 1 – Courageous Leadership

  • The Leadership Challenge

This project requires teams to work together to deliver certain results through good leadership, use of resources, teamwork and communication. This project takes about 2 hours to complete and debrief.

  • John Kotter Leadership Model
  • Exercise:  HBS Professor Linda Hill and the Leadership Myths
  • Values and Credibility
    • My values
    • Organisational values
    • Alignment of self, team and organisation

Module 2 – Building a Team that Excels

  • Social Styles

A critical piece of research based on Karl Jung’s work, this model opens up ideas about how to communicate with others. Flexibility in this area will increase success in working with others and styling communication to influence them more effectively. This model will be used throughout the program to reinforce the pattern of behaviours that each style portrays in day to day activity.

Module 3 – Delivering Results that Inspire: Setting inspirational goals

A key component of performance management is the setting and revising of goals through the year. Many managers seek only to satisfy their bosses with uninspiring but deliverable goals. This module invites participants to think more deeply about the work they delegate to ensure that they inspire their people to perform beyond the standard

  • Alignment with the vision
  • Setting the goals that deliver that vision
  • Exercise: Business alignment template
  • Using the SMARTER formula

Module 4 – Building a Team that Excels

Using the Viking Attack project, individuals have an opportunity to influence others and deliver results in a short timescale. With observation based feedback, the participants are invited to consider how they work within a team. The Heron six intervention styles are either “push” – I tell you what to do, or “pull” let me help you to work out what to do. Flexibility in these two approaches are essential to the new leader.

  • The Viking Attack
  • Push and Pull: what are the benefits of each

Module 5 – Developing People to Achieve: understanding the coaching approach

The speed of change is so fast that we expect our people to constantly improve their knowledge, skills and behaviours. Leaders must take on the responsibility to coach their people on an ongoing, almost daily, basis. This module reviews precisely what is coaching, why it differs from training or management and what are its component skill sets – challenging, supporting and enquiring. These are supported by listening and good questioning. Participants undertake a project to coach each other in building competence in a predetermined task:

  • Coaching Quiz
  • The Coaching Project
  • Directive and non-directive activities
  • Listening on four levels
  • Great Questions

Modul 6 – GROWing leaders

This module introduces the GROW coaching model and invites participants to begin their journey as a coach.  This is a very interactive session.

  • The GROW Model
  • A question bank
  • Video – A coaching moment
  • Coaching creatively
  • Exercise: coaching trios

Module 7 – Developing People to Achieve: effective feedback conversations

Once the objectives have been clearly set and communicated in a way that creates energy in the team, the leader must monitor performance and give feedback – either in terms of praise or in terms of development opportunities. This module provides the tools to deliver feedback and create a positive environment in which coaching and feedback are recognised as good business practice.

Many new leaders are uncomfortable with providing regular feedback on their team’s performance, and yet, how do we help our direct reports to constantly improve unless we set challenging goals and give them regular praise and supportive feedback. Participants will use the project to give feedback in a positive way and help create a positive environment in which feedback is seen as a helpful process not a critical process.

  • Project: The China Syndrome
  • Exercise: Committing to a critical conversation you need to have

Module 8 – Action Learning

Without any transfer of the knowledge, skills and new behaviours to the workplace, there is no value to be added to the business. This final module invites all participants to develop plans of action to take back and share with the teams and their boss.

(Supervisor Development Programme)

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(Supervisor Development Programme)

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