Achieving Leadership

Effectiveness
Supervisory Development Program

1
Review

• What struck you most from yesterday’s

discussions?
• Share this within in your team
• Select a team representative to report your
learnings

Slide 2
Achieving Leadership
Effectiveness
Course Content
Day 1:
Sched Content
AM 1 Introduction: From Performer to Supervisor
AM 2 Leadership Focus Exercise
PM 1 Leadership Focus Presentations
PM 2 Supervisory Challenges
Supervisory Functions, Roles, Responsibilities

Slide 3
Achieving Leadership
Effectiveness
Course Content
Day 2:
Sched Content
AM 1 Achieving Team Objectives
AM 2 Organizing Work and Authority
PM 1 Practicing Effective Leadership
Pursuing Continual Improvements
PM 2 Integration: Action Planning

Slide 4
Basketball Exercise 2
Instructions- Round 1:
 The objective is to beat your team score yesterday
 The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
 Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
 Individual scores are recorded and the team
average is computed.
Slide 5
Basketball Exercise 2
Instructions- Round 2:
 The objective is to continue improving team score
 The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
 Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
 Individual scores are recorded and the team
average is computed.
Slide 6
Basketball Exercise 2
Instructions- Round 3:
 The objective is to continue improving team score
 The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
 Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
 Individual scores are recorded and the team
average is computed.
Slide 7
Basketball Exercise 2
Processing:
 What enabled or prevented the team from improving
the team score?
 To what extent did team objectives contribute to
improving team score?
 How can we relate this to the workplace?

Slide 8
Achieving Team Objectives
Planning Process

GAA
Commitments
• Align all
OPCR plans
• Support
plans with
DPCR
PIP

IPCR
Slide 9
 Societal Goals/Outcomes
2040 – MATATAG, MAGINHAWA AT PANATAG NA BUHAY SER
Socio-Economic
2022 – FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST SOCIETY AND A Report
GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY

Sectoral Goals/Outcomes PPARC Priority

Program
“PATULOY NA PAG-UNLAD”
“MALASAKIT” Enhancing “PAGBABAGO” Accountability
Increasing Growth
the Social Fabric Reducing Inequality Potential Report Card

Organizational Outcomes MARC-I MFO

CSC shall be globally recognized as a center Accountability
IMPROVED QUALITY OF CIVIL SERVANTS
of excellence for strategic HR and OD Report Card

Major Final Outputs (Citizen Focused & Product Results)

MARC-II Mgt
Leadership, Learning,&
Financial Stewardship Internal Process Accountability
Growth
Report Card

Strategic Performance Management System

Achieving Team Objectives
Planning Elements
OPCR IPCR
• RBPMS Framework • Output
(MFOs) • Success Indicators
• Operational Objectives • Targets + Measures
• Targets • Actual
• Rating Period Accomplishments
• Weight Allocation • Rating (QET)
• Budget Allocation • Remarks
• SPMS Rating System

Slide 11
Achieving Team Objectives
Objectives

Core

Strategic

Support

Slide 12
Achieving Team Objectives
Objectives

Core what you need

to achieve to
Strategic
deliver your
mandate
Support

Slide 13
Achieving Team Objectives

what you need

to achieve to
Objectives

Core
transform
Strategic internal
capability
Support to deliver your
mandate

Slide 14
Achieving Team Objectives

what you need

Objectives

Core
to achieve to
Strategic ensure proper
delivery
Support of your mandate

Slide 15
Achieving Team Objectives

Effective Indicators
Specific
Objectives

Core
Measurable
Strategic Aligned
Support Realistic
Time-bounded
Slide 16
 Achieving Team Objectives
Types of Indicators

Quality

Efficiency

Timeliness

Slide 17
 Achieving Team Objectives
Types of Indicators

Quality
Refers to the
characteristics of
Efficiency the service/product
valued by the client
Timeliness

Slide 18
 Achieving Team Objectives
Types of Indicators

Quality
Refers to the
volume produced
Efficiency within a given
timeframe
Timeliness

Slide 19
 Achieving Team Objectives
Types of Indicators

Quality
Refers to the need
to deliver within a
Efficiency specified period or
target date
Timeliness

Slide 20
Achieving Team Objectives
Controlling Process

Control Tools
Set Performance
• Budgets
Standards
• Monitoring
Monitor Sheet
Performance • Performance
Celebrate Success/ Reports
Solve Problems • Personal
Observations

Samuel C. Certo,
Slide 21
Supervision p. 156-165
Recalling the
Team Presentation Exercise
Processing
 How did you organize yourselves yesterday during
the Team Presentation Exercise?
 Could there have been a better way to organize
yourselves as a team?
 How can we apply this in the workplace?

Slide 22
Organizing Work and
Authority

Authority
The right to carry out tasks
or give order to someone else.

• Laws • Job Descriptions

and are authorities
How
Regulations • OPCR/IPCR
• given in the government?
Appointments • Office Order
• Designations • Budgets

Samuel C. Certo,
Slide 23
Supervision p. 183-185
Organizing Work and
Authority

Process of Organizing
Group
Determine
Define the Activities
needed
Objective and Assign
Resources
Duties

Samuel C. Certo,
Slide 24
Supervision p. 186-188
Organizing Work and
Authority

Process of Delegating
Decide What
to Delegate

Obligation

Follow-up
Authority
Create an
Assign

Grant
Work

Samuel C. Certo,
Slide 25
Supervision p. 193-195
Organizing Work and
Authority

Principles of Organizing
Parity Principle

Unity of Command

Chain of Command

Span of Control
Samuel C. Certo,
Slide 26
Supervision p. 188-191
Organizing Work and
Authority

Principles of Organizing Personnel who

are given
Parity Principle responsibility
must also be
Unity of Command
given enough
Chain of Command authority
to carry out the
Span of Control responsibility
Samuel C. Certo,
Slide 27
Supervision p. 189
Organizing Work and
Authority

Principles of Organizing
Parity Principle Each employee
should have
Unity of Command
only one
Chain of Command supervisor

Span of Control
Samuel C. Certo,
Slide 28
Supervision p. 189
Organizing Work and
Authority

Principles of Organizing
Authority flows
Parity Principle from one level of
management to
Unity of Command the next, from
the top of the
Chain of Command organization to
the bottom.
Span of Control
Samuel C. Certo,
Slide 29
Supervision p. 189
Organizing Work and
Authority

Principles of Organizing
Parity Principle The number of
people a
Unity of Command
manager
Chain of Command supervises

Span of Control
Samuel C. Certo,
Slide 30
Supervision p. 190
Characteristics of
Effective Leaders Exercise
 Think of the most effective leaders you have
observed. For you, what indicated that they were
effective? What characteristics made them effective?
 Share your responses with your team mates. Within
the team select the top three indicators and top
three characteristics of most effective leaders.
 How would you measure yourself against the
characteristics of these effective leaders?

Slide 31
Practicing Effective
Leadership

Good
is the Enemy of
Great
Jim Collins

Jim Collins;
Slide 32
Good to Great
 Practicing Effective
Leadership
Good to Great
Level Level 5 Professional Will and
Framework
5 Executive Personal Humility
Level Effective Vigorous Pursuit of
4 Leader Compelling Vision
Level BUILD-UP
Competent Pursuit of Predetermined
Level 5 3 First Manager
Who ... Confront the Objectives
Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline Accelerators
Level Contributing Works Effectively with
2 People
Disciplined Team Member Others
Disciplined Thought Disciplined Action

Level Highly Capable Contributes through

1 Individual FLYWHEEL Talent Jim Collins;
Slide 33
Good to Great
Practicing Effective
Leadership
High

Country Club Team

Concern for People Mgt Mgt

Managerial Middle
of the Road
Grid Mgt

Impoverished Task
Mgt Mgt
Low Concern for Production High

Blake and Mouton;

Slide 34
Managerial Grid
Practicing Effective
Leadership Individual Competency
High Low
Supporting Coaching

Individual Motivation
Supportive Behavior
Situational
Leadership

Delegating Directing
Low Directive Behavior High

Blanchard; Slide 35
Situational Leadership
Case Study: Delayed Reports

• Read the Case Study

• Discuss within your group:
 Are the case facts realistic? Are there any
parallelism to your workplace?
 If you are the Division Chief, what would you do?
 If you are the Supervising Training Specialist, what
would you do?

Slide 36
Case Study: Delayed Reports

• Read Part 2 of the Case Study

• Discuss within your group:
 What can you deduce from the data?
 What seems to be the root cause of the problem?
 What solutions would you consider?

Slide 37
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 38
Supervision p. 230-234
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality The tendency to
• Subjective Rationality simply recall
• Rationalization
experiences and
consider how
• Personal Perspective
similar problems
• Recency Syndrome were handled
• Stereotyping
Samuel C. Certo,
Slide 39
Supervision p. 230
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality The tendency to
• Subjective Rationality settle for
• Rationalization
“good enough”
alternatives
• Personal Perspective
given time, cost or
• Recency Syndrome other limitations
• Stereotyping
Samuel C. Certo,
Slide 40
Supervision p. 231
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
The tendency to
• Subjective Rationality rely on intuitive or
• Rationalization gut instincts
• Personal Perspective instead of using
• Recency Syndrome impartial data
• Stereotyping
Samuel C. Certo,
Slide 41
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
favor solutions that
they think they can
• Personal Perspective
justify to others
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 42
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
assume everyone
sees things the
• Personal Perspective
way they do
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 43
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
rely on recent
events that is
• Personal Perspective
easily recalled
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 44
Supervision p. 233
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
The tendency to
categorize people
• Personal Perspective
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 45
Supervision p. 234
Pursuing Continual
Improvements
Rational Problem Solving Process

Situation Analysis Problem Statement

Problem Analysis Objective Statement

Decision Analysis Best Solution

Potential Problem Preventive Action

Analysis

Slide 46
Pursuing Continual
Improvements
Problem Solving Tools
• Brainstorming
• Fishbone Diagram
• Pareto Diagram
• Flow Chart
• Histogram
• Decision Tree

Slide 47
Pursuing Continual
Improvements
Brainstorming

Slide 48
Pursuing Continual
Improvements
Fishbone Diagram
Man Machine
Cause 1.1 Cause 2.1
Cause 1.2 Cause 2.2
Cause 1.3 Cause 2.3

Problem
Cause 3.1 Cause 4.1
Cause 3.2 Cause 4.2
Cause 3.3 Cause 4.3

Method Materials

Slide 49
Pursuing Continual
Improvements
Pareto Diagram

Slide 50
Pursuing Continual
Improvements
Flow Chart
START

N
?
Y

END

Slide 51
Pursuing Continual
Improvements
Histogram

Slide 52
Pursuing Continual
Improvements
Tree Diagram
60% Cause 1.1 45%
Cause 1.0
Cause 1.2 15%
100% 25% Cause 2.1 15%
Problem Cause 2.0
Cause 2.2 10%

15% Cause 3.1 9%

Cause 3.0
Cause 3.2 6%

Slide 53
Competency Self-Assessment

Leading Change
1. Alerts the unit to opportunities and threats
relating to the organization
2. Collects useful information to manage the
change, assesses people’s reception and
recommends alternatives to make the change
implementation more appropriate.
3. Asks employees for suggestions and
incorporates their ideas in the change plan.

Slide 54
Competency Self-Assessment

Leading Change
4. Identifies and allows key individuals in the unit
to devote time to move the change forward.
5. Adheres to applicable stated or communicated
processes, policies and assigned work in the
implementation of change.
Documents new processes and practices as a
result of the change agenda.
6. Develops one’s own individual development
plan as change leader/agent.
Slide 55
Competency Self-Assessment

Thinking Strategically and Creatively

1. Articulates to others the vision, mission, values,
objectives and purposes of the organization/
agency.
2. Responds positively to the call or challenge of
the organization’s or agency’s goals.
3. Supports innovative initiatives and
demonstrates responsiveness to change
methodology.

Slide 56
Competency Self-Assessment

Thinking Strategically and Creatively

4. Identifies resources and competencies needed
within the work area to get the work done.
5. Provides advice and feedback to support others
to make sound and timely decisions.

Slide 57
Competency Self-Assessment

Managing Performance and Coaching for

Results
1. Provides timely, concrete, evidence-based, and
behavioral feedback during performance
management conversations based on
appropriate and available tools to check and
monitor the progress of employees or team
members on goals and work.

Slide 58
Competency Self-Assessment

Managing Performance and Coaching for

Results
2. Explains the coaching process, particularly, the
concept of “coaching is coachee-driven” when
conducting coaching sessions to employees as
well as expectations with individuals or among
team members; and, prepares the agreed work
plan or commitment with individual or group.

Slide 59
Competency Self-Assessment

Managing Performance and Coaching for

Results
3. Asks powerful questions that begin with what,
when, who, how much and how many to make
coachee understand the root cause of long-
standing issues or a situation that fails short of
his/her superior’s expectations and to help the
coachee identify goals, reality, options and
actions.

Slide 60
Competency Self-Assessment
Managing Performance and Coaching for
Results
4. Gives genuine acknowledgement of a person’s
qualities and feedback on developmental
needs.
5. Communicates standards and expectations for
mutual support and respect and open and
honest relationship.
6. Acknowledges mistakes and learns from them
through self-reflection.
Slide 61
Competency Self-Assessment

Building Collaborative, Inclusive Working

Relationships
1. Implements commitments and monitors
partnership arrangements to ensure that the
objectives of the partnership remain on target.
2. Uses subject matter knowledge and a strong
grasp of key issues in providing appropriate
recommendations to engage team members,
partners or other stakeholders and to achieve
positive outcomes.
Slide 62
Competency Self-Assessment

Building Collaborative, Inclusive Working

Relationships
3. Shares accurate and timely information and
stimulates open discussion of ideas to promote
a positive environment.
4. Identifies dysfunctional and inappropriate
behaviors or gender issues of work team
members and provides them appropriate
feedback.

Slide 63
Competency Self-Assessment

Building Collaborative, Inclusive Working

Relationships
5. Listens actively and shares information and
resources, as appropriate to demonstrate
openness.

Slide 64
Competency Self-Assessment

Creating and Nurturing a High Performing

Organization
1. Participates in organization planning to enable
future directions while providing clarity for the
present.
2. Reviews work plans or projects and monitors
performance.
3. Maps out the needs of clients to drive
outstanding client service.

Slide 65
Competency Self-Assessment

Creating and Nurturing a High Performing

Organization
4. Effectively uses individual and team capabilities
for work outcomes.
5. Assesses learning needs and identifies
appropriate learning interventions.

Slide 66
Integration: Action Plannning

Leadership Competencies SDP Courses

Achieving Leadership
Leading Change
Effectiveness
Thinking Strategically and Aligning Organizations
Creatively and People
Managing Performance Developing Organizations
and Coaching for Results and People
Building Collaborative, Inclusive Empowering and
Working Relationship Engaging People
Creating and Nurturing a High Improving Organization &
Performing Organization Individual Performance

Slide 67
68