Creating a Certified Supervisor Program – Part 1 -‘The What’

By: Gregg Patterson, Founder & President “Tribal Magic!!!” April 16, 2018

The Need

We who manage are in the business of identifying, developing and stimulating the Upwardly Mobile, the talented ones—people who, through the exercise of their talents, make our clubs flourish.

Many of these talented ones, The Upwardly Mobile, want to become—The Supervisor.  They want the status, the money and the Big Shoulders needed to make things happen.   And Managers want these, The Upwardly Mobile, the talented ones, to become High Octane Supervisors because great supervisors create productive teams that make members happy, stimulate business and generate The Big Bucks.

But—and this is a BIG “but”…most of The Upwardly Mobile “don’t know nothin’” about the business of Supervisor.  They’re enthusiastic puppies with unrealized potential, wagging their tails and running in circles.  They have the hunger but lack the knowledge to do Supervisor right.

And the tragedy for The Upwardly Mobile is that they’re often left in the wilderness, fated to wander around for years, blind, flopping and fumbling, slowly learning by doing.  But in these competitive, fast paced, high turnover times, learning by doing “ain’t enough”—too slow, to frustrating, too demoralizing, too aimless, too hit-or-miss.

A plan’s needed.  Rigorous and demanding.  Instruction’s required.  Homework assigned.  Tests are given.  Validation earned.  The question is—what do these, The Upwardly Mobile, need to know to become a Certified Supervisor, a talented departmental leader who’s got the goods, the passion, the education, the experience and the reflective mindset to do Supervisor right???

“Doing supervisor certification right” requires knowing The What that’s needed and The How of delivering The What that’s needed effectively and efficiently.  This two-part article will provide, in part one, a basic outline of The What that needs teaching and, in part two, The How of teaching the “what’s needed”.

Together these two articles will provide the foundation for an internally generated “loving hands at home”, personalized and customized Supervisor Certification Program that’ll develop the gifted, strengthen the club and add joy to the management journey.

Certified Supervisor Program 3 common career progression questions

Part 1 – Identifying “The What” That’s Needed

Before the Supervisor Certification program can begin, a comprehensive outline of “what needs to be known” needs to be developed by the management team.  The following is a preliminary “ground zero” list of the topics required in a proper Supervisor Certification program.

Orientation to “Student-ing”:

  • Reflective practicing.  The program is experientially driven and attendees will be using their actual work experiences to explore the issues addressed during the certification process.
  • Taking Notes—during class.  What to write, when to write and where to write it.
  • Taking Notes “On the Job”—using the Pocket Note Book.  Operational notes will be taken each day and discussed during class.
  • Digesting Notes taken and organizing those notes for future use.  Each student will create an “Idea Bank” of notes taken for future reference.
  • Curiosity and the “questioning imperative.”  Students will be required to ask questions during class and throughout the day.
  • The interactive experience.  Questions will be asked and Supervisors Trainees will be required to answer during the classroom sessions.

Orientation to Leadership & The Supervisors’ Role

  • The Supervisor-as-Leader Model.  The “template” for evaluating any leader.
  • The Supervisor as Coach / Teacher.  Providing continuous observation and comment.
  • The Supervisor as Mentor.  Providing advice and insight to team members.

Orientation to Clubdom:

  • The WHY of clubs.  The purpose of clubs and how The Why gets delivered.
  • Types of clubs. Examples of other clubs within the community.

Orientation to This Club’s Culture:

  • Governance. Key issues in The Bylaws.
  • The “Why” of the Club. The mission statement.
  • Goods, Services, and Programs offered. Reviewed by the department.
  • The facility and grounds. The walking tour.
  • The aesthetics of the club. How the club is “expressed” visually.
  • Approved behaviors—House Rules. The right behavior for members and staff.
  • Finance. Where the money comes from and where it goes and how the coming and going is documented.
  • Symbols and stories.  Stories people tell and things they show others that capture the essence of THIS club to others.
  • People.  The profile of members.  The admissions process.  Longevity.  Noteworthy members.

Certified Supervisor Program Develop-Your-Employees-for-a-Strong-Company

Orientation to This Club’s Guiding Principles:

  • The Principles of Service.  Service principles applicable to all employees in every department.
  • The oft-repeated “This is us” Sayings.  (i.e.—“We’re in the happiness business.”  Mission from God).
  • Social KPI’s.  Gestures and behaviors that staff can use to create relationships.

Orientation to The Club’s Departments, Buildings, and Grounds:

  • Knowledge of the facility.  Touring the clubhouse and grounds.
  • Knowledge of Staff Names, Faces, Department. Knowing supervisors and staff.

Doing Human Resources Right – The H.R. Cycle

  • Hiring.  The profile of the ideal “staffer”.  How to find staff.  How to interview.  How to select.
  • Orienting. To the Club.  To the department.
  • Training Regimen for Newbies. Standard training practices.
  • Remembering names. The why and the how.
  • Daily Upbriefing. The beginning of the shift.
  • Daily Debriefing.  The end of the shift.
  • Ongoing recurring training. Daily incremental training program.
  • Counseling sessions.  Scheduled and unscheduled alone time with staff.
  • The employee manual. Including standards of behavior, benefits programs, pay policies, etc.
  • Money.  Raises.  Bonuses. Pay ranges per position.
  • Discipline. Suspension and dismissal.
  • Employee Law. Basic “must dos” and “can’t dos.”
  • Showing appreciation. Public recognition of performance.
  • Showing “caring”.  Celebrating good “life moments” and sympathizing with challenging “life moments”.
  • Scheduling and Monitoring Labor. Guidelines.
  • Firing. When and how.

Gotta Knows:

  • First Aid basics.  Examples.  Equipment and procedures.
  • Emergency Procedures. Emergencies you’ve known or anticipate.
  • Critical Contact Numbers. Fire, medical, Club President, Manager, plumber, etc.

Training, Development and Nurturing Tactics:

  • Facilitation— Asking questions that stimulate interaction.
  • Daily Upbriefing. When, where and what.
  • Daily Debriefing.  When, where and what.
  • “This is the Job” Department Specific Template Creation. The responsibilities of each job within the department.
  • Encounter Mapping the Department. Staff / Member “touch points” during a member visit.
  • Creating and Using Coaching / Training Photos.  “Show and tell” photos.
  • Creating and Using Orienting / Training Videos.  “Show and tell” videos.
  • “What’s wrong with this room” walk through “examinations”. Team walk through “point and talk”.
  • “What’s wrong with this photo” teaching. Photos showing flawed practices.
  • The Weekly Department Meeting.  Where, when and the standard agenda.
  • Round Tabling for ideas and engagement. Facilitating group discussions for solving problems.
  • Sexual Harassment Training. Detailing the “can dos” and the “no can dos.”
  • Assessing Employees and the Team.  Creating and using “scorecards” for objectively evaluating performance.  Daily, weekly, monthly and annually.
  • Symbols of Caring.  Birthday cards, graduation cards, thank you notes, “sorry you’re sick” cards, etc.
  • The one-foot rule.  Visiting other departments daily—with a team member.
  • Creation and Use of Department “Story Book”.  Recording and discussing “stories of the day”.
  • Financial Literacy.  Reading a financial—front page.  Reading a financial—department. Understanding the assumptions within the financials.  Departmental KPI’s. Club KPIs.  Sharing of financials with staff.
  • Responding to “complaints” and “suggestions”. Standard “response” tactics.

Got “What” — Now “How”

There are lots to learn if an Upwardly Mobile “supervisor-to-be” wants to do supervisor RIGHT.

  1. Step One is done—the “Must Know” topics have been identified and are ready to be fleshed out into training modules by the management team.
  2. Step Two will focus on the classroom experienceidentifying the people, programs and practices needed to educate The Upwardly Mobile in the “Must Knows” of Supervisor Certification.

Read on…and enjoy the journey!!!

To Be Continued!!!!!!!!!!!!