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The Supervisor's "E" List: Six Practices Supervisors Can Do To Be Successful Everyday.

Michael Horton, EdD

This book recognizes supervisors’ need to be savvy about their company’s work process. The task doesn’t end there however. There are six practices that help supervisors go to the next level of performance by getting the most out of their reports. These six practices form an “E” List for supervisors who want to be successful everyday. Those practices are:

• Enlisting reports to commitment

• Equipping reports with the best resources

• Enabling reports with the best skills

• Empowering reports to be fully responsible

• Encouraging reports to energize their spirit

• Evaluating reports to leverage their performance

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The Supervisor's "IN" List: Six Practices Supervisors Can Do To Be Influential Everyday.

Michael Horton, EdD

This book recognizes the need that leaders have to strengthen their influence. While they may have authority, expertise, or tenure, influence is not guaranteed. There are six practices that form an “IN” List for supervisors who want to maximize their influence. Those practices are: Being…

• INspiring ( relates to motivational skills, enthusiasm, and sense of possibility)

• INnovative (relates to imagination, creativity, and drive)

• INteractive (relates to relational and network skills)

• INquisitive (relates to listening and communication skills)

• INtentional (relates to being focused and goal oriented)

• INsightful (relates to thinking skills, depth understanding, and meaning)

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The Supervisor's "BIG" List: Six Practices Supervisors Can Do To Get Big Results.

Michael Horton, EdD

The work of supervision is often perceived as being too invested in detail, control, and caution. This is appropriate. However, when supervisors are invested only in these dynamics their leadership can become sluggish. Getting BIG results calls for different perspective. The Supervisor’s “BIG” List can help. To capture the imagination and commitment of team members and to communicate the desire for BIG results, supervisors can engage in these BIG practices:

• See the BIG Picture
• Build the BIG Team
• Be alert to the BIG Idea
• Cultivate a BIG Heart
• Stimulate a BIG Vision
• Create BIG Plan

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The Supervisor's Series (3): The 'E', 'IN', and 'BIG' List

Michael Horton, EdD

The book contains all three of Michael Horton's books.

The Supervisor’s “E” List“Six Practices Supervisors Can Do to Be Successful Everyday”

The Supervisor’s “IN” List “Six Practices Supervisors Can Do to Be Influential Everyday”

The Supervisor’s BIG List “Six Practices Supervisors Can Do to Get BIG Results

The series ships as three separate books.

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Delegation Guidelines for the Healthcare Professional

Wanda L. Ritter, CPT

Effective delegation is a critical management skill. Successful delegation motivates your staff and is a powerful retention tool. This book will help you identify what to delegate and to whom. It will give you planning strategies on how to delegate for smooth transfer of responsibilities. The step-by-step instructions and work sheets give you tools and guidelines to make the delegation experience successful for you and your employees.

Delegation Guidelines for the Healthcare Professional will guide you from the time you begin to consider finding a task to delegate through the final evaluation of the entire delegation experience.

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Supervising for Success
Becoming A Performance Driver
Becoming a Relationship Builder
Becoming an Administrator
$9.95 (Upcoming)

Patricia Lake

As a front-line supervisor, you have one of the most important and influential roles in your company. In fact, you as a supervisor have more impact than anyone else in affecting morale, production, and quality of the product being manufactured or service being delivered. How effectively you manage your employees, the relationship you have with them, and their attitudes toward you as a boss have far reaching results in terms of your company’s overall success and retention rates.

Fulfilling this critical role in the company is not without its own set of challenges. The front-line supervisor is expected to represent upper management’s demands, introduce and reinforce company policies, while effectively managing their own team’s performance, including meeting production standards. Essentially, supervisors form a bridge between management and employee. Therefore, the challenges they face require the skills to manage both up and down the organizational chart. In fact, as a front liner supervisor you are expected to fulfill these three roles:

• Performance driver

• Relationship builder

• Administrator

This series consists of three books: Becoming a Performance Driver, Becoming a Relationship Builder, and Becoming an Administrator. Each of these books focuses on providing you with practical information and tools that will help you build the skills necessary to meet these multiple challenges and help you succeed in each of these three roles. Perhaps what is most important, the skills and tools that you will find in this program will help ensure that those who work for you perform not just as expected, but will perform beyond minimum requirements.

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Powerful Leadership for Supervisors

By Tim Rutledge, Ph.D.

When people start to undergo the transition from front line worker to supervisor, they often come up against unexpected, hidden pitfalls. These pitfalls, or derailers, lie just below the surface of the new supervisors’ immediate experience. Since they are unexpected, and no one has issued warnings about them, it’s easy for the unwary supervisor to be tripped up by them.

This book introduces new supervisors (for that matter, any supervisors) to these dangers and leads them towards strategies for avoiding them and robbing them of their power to cause trouble. They will learn how to:

• Give away their old job
• Apply position power skillfully
• Exercise their judgment
• Get the training that they need
• Handle feelings of isolation and loneliness
• Represent the interests of the organization to their employees and vice versa
• Recognize and deal with how employees react to the new supervisor’s change of position.

Handling the supervisory transition successfully creates trust and respect in employees that reduce workplace problems in size and number. Supervisors who read this book and perform the exercises at the end of each chapter will be able to take charge of their jobs and their careers.

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