Monitoring techniques
It is the job of the site supervisor to implement and closely monitor the work processes being undertaken in a forest operation.
One of the main reasons for this is to check that activities are in compliance with the forest management plan or harvesting plan. Another is to make sure that operators are following the site safety plan. On top of that, you need to confirm that everyone is working productively and meeting the quality standards and output levels set for them.
There are lots of ways you can monitor the activities being carried out at your worksite. Some of the methods will be formal, through reports, operational plans or other documents. Others will be informal, such as through talking to operators and watching them work.
Some common monitoring techniques are listed below. Select each link for more information on them. You can also see a description of these techniques in the context of safety and environmental monitoring in the other unit from the Sustainable Timber Toolbox – Monitoring SH&E.
- Personal observation
- Verbal reports
- Written reports
- Statistical summaries
- Key performance indicators
Communicating assertively and effectively
As an on-site supervisor, one of your most important skills is the ability to communicate well with others. Since you are in a position of authority, you need to be able to do this assertively, so that the message is clear and your commitment is strong.
Assertiveness is not the same thing as being domineering or aggressive. It simply means that you are not distracted from what you want to say, and that you remain firm and fair throughout the conversation.
Here are some ways to keep your communication with others focussed and assertive:
- Listen 'actively' to what the other person is saying. You can do this by summarising in your own words what they have said, and repeat it back to them for their confirmation. You can also ask questions to clarify anything you don't understand.
- State your requirements clearly. Calmly outline what you need. Don't talk over the top of the other person. Keep the conversation on track by repeating your requirements if necessary.
- Show respect for the other person's point of view. Listen to the other person's views without interrupting them. Don't tell them how they should be feeling about the issue.
- Use 'I' statements. Don't make judgements about the other person's perspective by saying things like: 'You shouldn't feel like that ...'. Instead, make your own views clear by saying: 'I think ...'; 'I need ...'; I feel ...'.
- Say 'no' clearly and firmly. Give a clear reason for your decision. If it's appropriate, offer an alternative.
Learning Activity
Kathy is an operations manager, and has just received some annoying news. So she contacts Sam, one of her bush workers, and gives him a blast. Have a listen to the conversation between Kathy and Sam, and answer the questions below.
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Transcript
Kath: "Hello Sam. I've just got the bill for the mechanical work on the little excavator – it's $2,500!"
Sam: "Gee, Kathy, I knew it would be dear, but I didn't think it'd be that much"
Kath: "No, well you didn't think, did you? It not just the repair cost – we've had that machine out of action for three days because some idiot put petrol in a diesel motor. "
Sam: "It was a simple mistake on Tim's part. I asked him to drive the excavator into town to get a couple of spare parts for it, and he filled up at the service station on the way back. He'd never filled up a diesel vehicle before ..."
Kath: "He's just out of school for heaven's sake. Why didn't you send someone else into town?"
Sam: "Well he was the only one who was free ..."
Kath: "So what's the next big stuff up he's going to make?"
Sam: "We're starting to give him better instructions now so he knows ..."
Kath: "Just don't let it happen again. I'm running late for meeting, so I'll have to talk to you later about how we're going to train these clowns to do their job. I'll come out and see you tomorrow."
Sam: "OK. Bye Kathy."
Questions
It's easy to see why Kathy is annoyed. But she hasn't handled the situation very well. See if you can identify the mistakes Kathy has made and suggest improvements to her approach by answering the following questions.
You may find it easier to look at the transcript of the conversation while you consider the questions. Write down your answers and share them with your trainer and other learners in your group. You may wish to use group emails or a social networking site.
- Compare Kathy's communication style with the list of good communication characteristics shown above under the heading: 'Communicating assertively'. What has she done wrong?
- How is Kathy's approach likely to make Sam feel?
- How would you have advised Kathy to handle the situation? Write down a set of steps, describing the points she should have raised and the tone she should have adopted.