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Rocky Mountain Section AWWA/WEA Supervisory Leadership Certificate Program Richard Gerstberger, PE President TAP Resource Development Group CA/NV Section AWWA 2014 Annual Fall Conference Reno, NV October 23, 2014

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Page 1: Supervisory Leadership Certificate Program ·  · 2016-11-08Supervisory Leadership Certificate ProgramSupervisory Leadership Certificate Program GET INTO WATER! GOAL #1: Training

Rocky Mountain Section AWWA/WEA

Supervisory Leadership Certificate Program

Richard Gerstberger, PE

President

TAP Resource

Development Group

CA/NV Section AWWA2014 Annual Fall Conference

Reno, NVOctober 23, 2014

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Operator jobs are expected to grow by 14% in the next 5 years

Retirees retires are expected to range from 25%-35%.

1 million plus retirees in the next two decades.

Lack of qualified applicants.

A CRISIS IN THE INDUSTRY

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THE NATIONAL NEED

Source: AWWA 2009 State of the

Industry Report

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THE NATIONAL NEED

Work for Water Campaign (AWWA, WEF)

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• Partners–Colorado Department of

Labor and Employment–Workforce Centers–AWWA, WEF–RMSAWWA, RMWEA– Industry Representatives

GET INTO WATER!

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GET INTO WATER!

Mission: The water and wastewater industry will sufficiently recruit, train and retain personnel to ensure mission-critical positions are filled with qualified, trained & technically skilled employees

◦ Drinking Water Treatment Operators

◦ Wastewater Treatment Plant operators

◦ Wastewater Collection Operators

◦ Water Distribution Operators

◦ SCADA/Instrumentation Control Operators

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GET INTO WATER! GOAL #1: Training◦ Conduct and promote training programs to ensure

mission critical positions are filled with qualified, trained and technically skilled personnel.

GOAL #2: Outreach and Recruitment◦ Conduct adequate outreach and recruitment

efforts to ensure interest in, and attraction to, mission-critical positions.

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GET INTO WATER!

GOAL # 3: HR/Operations Collaboration◦ Enhance collaboration, education and

communication between operations staff and human resource professionals to create a positive culture for workforce development.

GOAL #4: Knowledge Management◦ Conduct knowledge management and employee

retention efforts to ensure mission critical personnel have the knowledge and skills to operate effectively.

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GET INTO WATER! GOAL #1: Training

RMSAWWA/RMWEA Supervisory Certificate Program◦ There are increasing opportunities for qualified

candidates to fill supervisor positions that are being vacated

Soft Skills Only-Classroom, Web, Conference

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Source: Get Into Water Project

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Originally developed using grant funding

Eight-month cohort program

60 contact hours

Focused on soft-skill

development

Executive Coaching

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1. Self-Awareness: From Insight to Impact

2. The RMSAWWA/WEA Annual Conference: A

Learning Laboratory

3. Communications and the Role of the

Supervisor – Part 1

4. The Role of the Supervisor – Part 2

The Employee Cycler

Curriculum

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5. Meet the Executives

6. The Role of the Supervisor – Part 3: When

Things Go South

7. Organizational Culture & Leadership Styles:

Your Secret to Success

8. Presentations & Graduation

Curriculum

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Understand self personality

characteristics

Understand personality characteristics

of others

Apply information through interactive

activity

Identify learning opportunities at joint

conference

Session 1: From Insight to Impact

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Four Development Filters

Organization

Role

Situation

Individual

From Management Research Group

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“It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so.”

Will Rogers/Mark Twain

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Myers-Briggs Type Indicator (MBTI) Assessment

E/I - Extraversion vs. Introversion

N/S - Intuition vs. Sensation

T/F - Thinking vs. Feeling

J/P - Judging vs. Perceiving

Myers-Briggs Type Indicator

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Keirsey Temperament Sorter

E/I - Expressive vs. Reserved

N/S - Introspective vs. Observant

T/F - Tough-minded vs. Friendly

J/P - Scheduling vs. Probing

David Keirsey and Marilyn Bates

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Keirsey Temperament Sorter

GuardianSJ

RationalNT

ArtisanSP

IdealistNF

ObservantScheduling

IntrospectiveTough-minded

IntrospectiveFriendly

ObservantProbing

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Explain the importance of clear

& concise communication

Organize thoughts, ideas & key points into an effective presentation

Apply presentation skills to other types of

communication

Differentiate between effective and less-effective

public presentations

Session 2: A Learning Laboratory

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Deliver an effective presentation

Give – and receive - constructive feedback

Understand the core responsibilities and roles associated with supervision

Strategize around making the transition from “peer” to “boss”

Analyze the role of clear communication, commitment

and inclusion when supervising others

Session 3: The Role of the Supervisor

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Organizing & scheduling work

1. Assigning work

2. Assessing performance outcomes

3. Giving direction

Through Feedback

Accolades for a job well done!

Coaching or instruction to improve

Regular feedback (can be informal)

Annual feedback (formal review)

Core responsibilities

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Managing people and resources

◦ Handling conflict

◦ Following up and following through

◦ Keeping records that can be understood by others

NOTE: not “accessed” by others, but “understood” by

others

It is your responsibility to document what goes on “ON

BEHALF OF” the organization

Core responsibilities

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Session 2: The Role of the Supervisor

Copyright © 2012, State of Colorado

The role of the supervisor

1. What am I supposed to do?

2. How well am I supposed to do it?

3. Why am I supposed to do it?

4. How can I ______________?

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Learn the employee cycle – from hire to promotion

Learn how to coach and develop staff using core communication principles

Articulate the importance of rewarding employees in non-monetary ways

Identify examples of non-monetary recognition and reward systems

Developed questions for panel.

Session 4: The Employee Cycle

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Pre-Hire

Hire

Bring “on board”

Train & Grow in the job

Reward! Recognize!

Develop potential

Promote – horizontal movement - release

Stages:

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Participants were able to:

Interacted with top utility managers.

Develop a broader understanding of the utility industry.

Have the questions developed in Session 4 answered.

Obtain more detail on the industry’s future and the issues driving the industry.

Session 5: Meet the Executives

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Explore & understand the nature of conflict

Identify your own “Conflict Style” preference

Learn a model for assessing the source of performance problems

Learn how to conduct a difficult conversation with staff

Submit abstract for graduation presentation

Session 6: When Things Go South

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Session 2: The Role of the Supervisor

Copyright © 2012, State of Colorado

Flight, Fight or somewhere in between

Typical responses to conflict?

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Assess your conflict style

Cooperation

Ass

ert

iven

ess

Avoiding

Competing Collaborating

Compromising

Accommodating

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Session 2: The Role of the Supervisor

Copyright © 2012, State of Colorado

Best strategy

I.D. the root of the problem…

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Session 2: The Role of the Supervisor

Copyright © 2012, State of Colorado

Conducting productive conversations

I. Pre-Work:

II. Have a conversation:

III. Solicit solutions

IV. Follow-Up With Feedback

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Understand principals of organizational change

Understand organizational strategy and culture

Discuss alignment strategy, culture & leadership

Session 7: Culture and Leadership Style

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Define personal leadership style

Understand performance management & organizational goal attainment

Finalized abstracts for graduation presentation

Session 7: Culture and Leadership Style

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Leadership Filters

Organization

Role

Situation

Individual

From Management Research Group

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©Corporate Development Group, Inc.

Team BuilderFirst among equals

CoachTrust Builder

AuthoritativeConservative/Cautious

Firm/AssertiveDefinitive

CatalystCultivator/HarvesterCommitment Builder

StewardAppeal to higher-level vision

Conceptual visionaryTaskmaster

Assertive, convincing persuaderChallenger of others

Directive

Standard Setter

Participative

Charismatic

Leadership Practice Types

Actuality

Possibility

ImpersonalPersonal

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Participants:

Delivered a Graduation presentation before a live audience.

Session 8: Participant Presentations & Graduation

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18 participants for CO 2012-13

18 participants for CO 2013-14

20 participants for CO 2014-15

15 participants for NM 2013

21 participants for NM 2014

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Supervisory Leadership Certificate Program

QUESTIONS?

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Richard Gerstberger, PE

TAP Resource Development Group, Inc

(303) 561- 3788

[email protected]

Creating Effective Organizations Through People