New Supervisor Training Program

Our leadership development programs are designed to help new Supervisors develop the knowledge and skills you need to be a successful leader in our system. The State of Minnesota mandates that all newly hired or newly promoted leaders who supervise employees, including interim assignments, are required to complete new supervisory training.

Completion of these three courses within the first six months of your appointment satisfies this statutory requirement. It includes:

• Science of Supervision 1
  • This class provides important information that supervisors need to know immediately, on the rules, labor contracts, processes, and procedures to effectively supervise within our Minnesota State system.
• Science of Supervision 2
  • You will focus on managing leaves, discipline, investigations, ethics, and creating a harassment-free work environment.
• Art of Supervision
  • You will focus on on building relationships, managing performance, and leading during change as you form a network of leadership colleagues.

Registration and payment

For details about upcoming class dates, how to register for classes in the State of Minnesota Self
Service site, class fees, and payment instructions, please visit our HR Connect / Art and Science of Supervision site.

You will need to be logged into Office 365 using your StarID@MinnState.edu and password to access this intranet site.

Supervisor Core

New Hire Worklow (Supervisor's Onboarding Process)

Onboarding is one of the first steps toward building a successful team—and it sets the tone for your new employee’s experience. The first and second day is often packed with paperwork, software setup, office tours, and introductions. It’s a lot to take in, and most new hires won’t know what questions to ask until they’ve been in the role for a while.

It’s important to remember: orientation and onboarding isn’t just a one or two-day event. It typically takes about a year for an employee to feel fully integrated. As a supervisor, your role in onboarding a new employee should extend across those 12 months.

There’s no one-size-fits-all approach, but here are some strategies to consider:

• Assign an onboarding buddy—a peer who works closely with the new hire.
• Schedule daily check-ins for the first few weeks.
• Transition to weekly or bi-weekly check-ins after the first month.
• Continue with monthly meetings through the first six months (or longer if needed).
• Plan a one-year anniversary check-in to reflect on progress and future goals.

Supervisor meetings can feel intimidating at first, especially as relationships are still forming. Casual, consistent conversations help normalize feedback and build trust. Onboarding buddies can also host check-ins to offer peer-level support.

Why It Matters

Regardless of a new hire’s experience level, every team has its own culture, expectations, and best practices. Patience, clear communication, and accessible resources help new employees feel supported—and increase the likelihood they’ll stay and thrive. Remember: Training doesn't stop with this workflow or Checklist. It is ongoing.

Tools to Support You

Check out the New Hire Workflow page below, containing the Supervisor Onboarding Checklist for New Employees. All Supervisors should follow this checklist to maintain consistency in our onboarding process with all new employees. 

New Hire Workflow

Developing Self

At St. Cloud State University, supervisors are not only leaders—they are public servants committed to continuous learning and personal growth. Adapting to the evolving needs of your team and our campus community begins with developing yourself.

Professional development starts with reflection. Ask yourself:

• What are my strengths, and where can I improve?
• What goals will help me measure my growth?
• How do I respond to feedback and constructive criticism?
• Am I comfortable asking for help or admitting mistakes?
• When was the last time I tried something new?
• What do others say about my leadership—and would they say the same today?
• Who do I turn to for support or collaboration?
• Do I foster strong relationships with my team?
• What aspects of my work bring me the most fulfillment?

While expectations for Minnesota State leaders are high, they are absolutely achievable—especially when you seek support. Whether you're navigating a new process, learning a new system, or working on interpersonal skills, resources are available to help you succeed.

Explore training opportunities, skill-building courses, and mentorship across all levels of your team. Growth begins with curiosity and a willingness to learn.

Emotional Intelligence

Emotional intelligence is the ability to recognize, understand, and manage our own emotions while also being attuned to the emotions of others. It plays a vital role in building strong interpersonal relationships and fostering a respectful, inclusive workplace. Because emotional expression varies from person to person, developing emotional intelligence requires patience, openness, and a willingness to assume positive intent.

Supervising others—especially in service to Minnesota communities—is emotionally demanding work. Emotions like disappointment, frustration, and stress often reflect our deep investment in the mission. These feelings are not weaknesses—they are signals:

• Disappointment shows we care.
• Frustration can motivate us to improve.
• Stress reminds us to seek support and prioritize self-care.

Creating space for emotional expression in the workplace helps build trust and authenticity. Suppressing emotions entirely can limit connection and understanding among team members.

Practicing emotional intelligence starts with checking in with yourself. Ask:

• What are my hands doing?
• How fast is my heart beating?
• How loudly am I speaking?
• Is there tension in my brow or jaw?
• Do I know how I feel right now?

These questions help you become more aware of your emotional state and how it may be affecting your communication and relationships.

Emotional intelligence is a lifelong skill. Extend grace to yourself and others as you grow:

• Don’t let minor social missteps define a relationship.
• Be intentional with your expressions and reactions.
• Assume positive intent when someone behaves unexpectedly.
• Take responsibility if your actions negatively impact someone.
• Recognize that empathy and emotional expression look different for everyone.
• Approach misunderstandings with curiosity, not judgment.

And remember: when someone asks about your behavior, it’s often a sign they care enough to understand you better. That’s a compliment—and an opportunity to strengthen your connection.

Lead with Care—Including for Yourself

As supervisors, we often encourage others to take breaks, seek support, and prioritize their well-being. Yet, it can be difficult to follow that same advice ourselves. We’re all human. We all face challenges. And we all deserve the same compassion we extend to others. You can’t pour from an empty cup.

Resiliency isn’t about enduring more than others—it’s about knowing when to recharge. Burnout doesn’t build strength; it limits your impact. True resilience comes from recognizing your limits, asking for help, and allowing yourself time to recover. Your leadership is most effective when you’re well-supported and energized.

Holding tightly to one idea or approach can be exhausting. Flexibility doesn’t mean giving up—it means opening up to new possibilities. Being adaptable allows you to reach your goals more efficiently and often with greater collaboration. A willingness to shift perspective is a powerful leadership skill.

Well-being is multi-dimensional. It includes:

• Mental health
• Emotional health
• Physical health
• Professional fulfillment
• Relational support
• Financial stability
• Spiritual grounding

Each area influences the others. Prioritizing your well-being helps you lead with clarity, compassion, and confidence. St. Cloud State offers resources and programs to support your holistic health—take advantage of them!

Strategic Thinking Is a Skill—Not a Superpower

Strategic thinking isn’t reserved for a select few—it’s a skill that can be learned, practiced, and strengthened over time. You don’t need to start from scratch; you can build on the knowledge and experience you already have. Asking thoughtful questions is a great way to begin:

• Observation – What are the hard facts of this opportunity?
• Analysis – How do those facts shape or limit our options?
• Inference – How is this project similar to past efforts?
• Communication – What perspectives are others bringing?
• Problem Solving – What are our next steps?

Strategic thinking is more than having a bright idea—it’s about creating a thoughtful plan that considers all the moving parts. When someone demonstrates strategic thinking with ease, it may look instinctual, but it’s really the result of practice, patience, and intentional reflection.

One of the most effective ways to support strategic thinking—both for yourself and your team—is through documentation and document retention. Keeping records of past decisions, outcomes, and lessons learned allows you to:

• Reflect on what worked (and what didn’t)
• Build on best practices
• Preserve great ideas for future use

Good documentation turns experience into insight and helps strategic thinking become second nature across your team.

Navigating Resistance to Change

Imagine a strong gust of wind interrupting a sunny day. Instinctively, you lean into it to stay balanced. This reflex mirrors how we often respond to change—with resistance. It’s not defiance; it’s a natural reaction to uncertainty. But just like leaning into wind for too long, persistent resistance can leave us off balance and vulnerable.

Change requires collaboration. Even quiet resistance can influence others—especially when you're in a leadership role. Your team looks to you for cues. If you're hesitant or disengaged, it may unintentionally dampen their enthusiasm or slow their adaptation.

As a supervisor, your response to change sets the tone. Resistance can become a barrier to progress, not just for you, but for those who trust and follow your lead.

Resisting change takes energy. It can lead to stress, confusion, and frustration. If it begins to interfere with your responsibilities, it may affect how others perceive your reliability and openness. Remember: organizational change is not personal—it’s designed to improve systems and outcomes. You can separate your identity from the change and still advocate for your needs.

Understanding the root of your resistance helps you move forward constructively. Consider:

• Do you understand your role in the change?

  • If you're unclear or overwhelmed, reach out. Change leaders and partners can help clarify expectations and connect you with resources.

• Do you have concerns about the change process?

  • If you see risks or flaws, speak up. Your insight can improve implementation and protect your team’s success.

• Do you simply prefer the way things are?

  • That’s valid. Ask questions to understand the purpose behind the change and how it aligns with your values and mission.

Honest reflection and communication can transform resistance into meaningful engagement.

Talk with trusted colleagues to explore your feelings about the change. They may help you uncover the source of your hesitancy and offer new perspectives. Opening up about resistance isn’t a weakness—it’s a step toward growth.

Your resistance doesn’t make you a bad leader. It’s a signal worth listening to. By connecting with your emotions, you can discover insights that help you—and your team—move forward with confidence.

Recognizing and Responding to Burnout

Burnout has become a defining challenge in today’s workplace. For some, it’s a new and unfamiliar experience. For others, it’s a long-standing part of their professional journey. No matter where you are on that spectrum, one thing is clear: burnout is real, and it’s something we must actively work to prevent.

Burnout often hides in plain sight—it can feel like just another bad day. But if you find yourself saying, “I just need to get through the day,” every day, that may be a sign of something deeper.

Common symptoms of burnout include:

• Persistent stress or anxiety
• Physical fatigue
• Panic or overwhelm
• Headaches
• Disrupted sleep (too much or too little)
• Loss of motivation
• Emotional numbness or apathy

Everyone experiences burnout differently. The key is honest self-reflection. Take stock of your workload, responsibilities, and how your body and mind are responding. Conversations with trusted colleagues can also help you gain clarity.

Burnout doesn’t stem from one single cause—it’s the result of imbalance. Too much responsibility, too little support, unsafe conditions, or a lack of boundaries can all contribute.

To prevent burnout:

• Check in with yourself regularly.

  • Have your habits changed? Are you feeling stuck or overwhelmed?

• Reflect on your role and responsibilities.

  • Do they still align with your strengths and interests?

• Separate your identity from your productivity.

  • You are more than your output. Over-identifying with your work can lead to overextension and increase your risk of burnout.

• Set boundaries.

  • Protect your time and energy so you can sustain your impact.

Burnout recovery isn’t about avoiding hard work—it’s about finding sustainable ways to manage it. Stress will still exist, but your approach can shift.

Start by identifying what’s out of balance in your work or personal life. Then, take steps to restore that balance:

Simple workplace boundaries include:

• Taking a full lunch break
• Scheduling uninterrupted focus time
• Ending meetings on time (or early when possible)
• Delegating tasks or collaborating with others

Remember: You are responsible for recognizing your burnout and enforcing your boundaries—but you don’t have to do it alone. There’s no prize for struggling the longest. Seek support early and often.

Support Your Career Growth

Career development is an ongoing journey. As you grow in your supervisor role, it’s important to align your learning and experiences with the opportunities and competencies that matter the most to you. An Individual Development Plan (IDP) is a powerful, employee-driven tool that helps set clear goals and create a structured path to achieve them.

The IDP Form (PDF) helps you communicate with your supervisor about your professional goals and the resources you need to reach them. It combines goal-setting with leadership development by connecting your objectives to the State of Minnesota’s leader competencies—skills and experiences that define effective leadership across all roles.

Key elements of the IDP include:

• Your career goals
• Activities to support those goals
• Resources needed
• Target completion dates
• Alignment with leadership competencies

Leadership isn’t defined by a job title. Everyone contributes to the success of their team and organization. The leader competencies provide a framework to help all employees—regardless of role—develop the skills needed to lead with impact.

Supervisors play a key role in supporting career development. All employees should complete an IDP annually, and supervisors are expected to:

• Engage in quarterly career conversations
• Help identify development opportunities
• Provide access to resources and support
• Encourage alignment with leadership competencies

By using IDPs consistently, supervisors can foster a culture of growth, engagement, and leadership across their teams.

Relevant Resources

• LinkedIn Learning Courses
  • Leading Yourself
  • Emotional Intelligence Basics
  • Building Resilience
  • Developing a Critical Thinking Mindset
  • Reducing resistance to change
  • Manage Burnout at Work with These Simple Strategies
  • Taking Charge of Your Career

Must have a LinkedIn Learning license to use the platform. To get a license, reach out to your agency’s LinkedIn Learning sub-administrator.

• Life and Well Being
  • Visit our Employee Assistant Program page to see the available resources we provide. Talk to someone right away. Counselors are available 24 hours a day, 7 days a week, and 365 days a year. The service is free and confidential.

Building Trust and Connection on Your Team

Great teams aren’t just productive—they’re connected. They collaborate naturally, communicate openly, and genuinely enjoy working together. When team members understand each other’s strengths and interests, projects run more smoothly and job satisfaction increases across the board.

Trust grows when team members consistently show up for one another—and when leaders create space for others to do the same. As a supervisor, you can foster trust through:

• Open Communication

  • Be intentional with your words and set clear expectations. Make sure your team knows how and when to reach you. When serious issues arise, listen carefully and respond thoughtfully. Avoid shutting down communication by reacting too quickly or harshly.

• Credibility and Consistency

  • An open-door policy only works if the door is truly open. Back up your words with action. Be reliable, honest, and consistent—your team will notice and respond in kind.

• Celebration and Recognition

  • Acknowledge achievements, both big and small. Whether it’s a public shout-out or a personal note, recognition builds morale and reinforces a culture of appreciation. At St. Cloud State and across the State of Minnesota, there’s always something worth celebrating.

When people feel seen, heard, and valued, they’re more likely to contribute fully and support one another. Strong relationships lead to stronger outcomes—and as a supervisor, you have the opportunity to shape that environment every day.

Managing Conflict

Imagine this scenario:

Alex asks: “Carla, why didn’t you invite Jon to the meeting?”

Carla responds: “I end up redoing all of his forms anyway. It’s just easier to box him out of these projects than to try working with him. Everything he does is so sloppy!”

In this moment, Carla’s frustration with Jon’s performance leads her to exclude him from a learning opportunity. But without clear feedback, Jon may never understand what’s expected of him—or how to improve. If Jon overheard this conversation, it could damage trust and morale. And for Carla, venting in this way could reflect poorly on her professionalism.

Most workplace conflict stems from miscommunication. Left unaddressed, misunderstandings can quickly escalate. That’s why effective conflict management requires respect, responsibility, and clear communication—especially from those in supervisory roles.

• Respect

  •  

    Listen attentively to all perspectives. Everyone deserves to be heard, especially during moments of disagreement.

• Responsibility

  • Own your role in the conflict and commit to resolving it. Follow through on solutions and model accountability.

• Communication

  • Use clear, non-accusatory language. Thoughtful communication helps prevent conflict and fosters understanding.

Conflict is a natural part of collaboration. Employees expect that when disagreements arise, leadership will guide them toward resolution with fairness and support. As a supervisor, your role is to uphold professional standards, ensure policies are followed, and create a respectful environment where team values remain front and center.

Fostering Engagement and Motivation

The goals we pursue in public service are too ambitious to achieve alone. Success depends on the enthusiastic participation of our teams. As a supervisor, your role is to create an environment where employees feel empowered, respected, and appreciated—not just invited into conversations, but truly engaged in the work.

Employee engagement is a key factor in retention. Year after year, state employee surveys highlight engagement as one of the top reasons people choose to stay—or leave—state service. Every employee is motivated differently, so offering diverse ways to participate is essential.

When employees feel confident in their contributions and connected to a greater purpose, they’re more likely to stay engaged. Leadership, workplace culture, meaningful assignments, recognition, inclusion, trust, and growth opportunities all play a role.

To answer the question, “Why should I work for the State of Minnesota?”, Minnesota Management and Budget (MMB) developed the Employee Value Proposition (EVP). Based on employee feedback and years of survey data, the EVP is built on three pillars:

• Purpose – Employees find meaning in serving Minnesota communities.
• Connection – Relationships with colleagues and teams inspire collaboration.
• Growth – Opportunities for development and change support long-term success.

These pillars reflect the core of the state employee experience and guide efforts to improve engagement across agencies.

While social activities like icebreakers, team lunches, or friendly competitions can boost morale, engagement goes deeper. It’s about creating daily opportunities for employees to contribute, connect, and grow.

Consider these strategies to foster engagement:

• Rotate team meeting facilitators to encourage ownership.
• Invite employees to share their skills and teach others.
• Promote training and development opportunities.
• Include employees in decision-making conversations.
• Follow up after decisions to check for understanding and gather feedback.
• Pair new employees with experienced staff for mentorship.
• Connect new hires with each other to share onboarding experiences.

Engagement is built through trust, inclusion, and meaningful participation. As a supervisor, you have the tools to make work more fulfilling—and to help your team thrive.

Leading Through Change

Change often brings questions—and the best way to manage change is to provide answers. While it may be easier to address questions in small, familiar groups, leading change across an entire department or agency requires thoughtful planning and clear communication.

• Why is the change happening?
• Are there deadlines or time-sensitive steps involved?
• Where can teams go for more information?
• What if you have information that’s embargoed—how do you navigate that?
• How can you reassure your team if there are concerns about job security?

• Get Answers. Anticipate the basics—who, what, when, where, why, and how. If you don’t have all the answers, be honest about what you know and commit to finding out more. Practice your messaging with other leaders to uncover additional questions before rollout.
• Repeat Your Message. Don’t expect everyone to absorb all the details the first time. Be ready to repeat key points, clarify misunderstandings, and send follow-up communications.
• Equip Other Leaders. Ensure your leadership team is prepared to support change at every level. Share talking points, FAQs, and resources so others can confidently answer questions and guide their teams.
• Equip Individuals. Remove barriers and provide tools that help employees take action. Point to a shared source of truth—such as a central document or webpage—so everyone has access to consistent information.
• Encourage Learning and Be Patient. Change takes time. Mistakes will happen, and that’s okay. Support your team through the learning curve, address issues as they arise, and treat setbacks as opportunities for growth.
• Lead by Example. Model the behavior you want to see. Show grace to yourself and others, stay open to feedback, and be transparent about what’s working and what needs adjustment. Your leadership during change sets the tone for the entire team.

Performance Feedback

Providing meaningful performance feedback is a vital part of leadership. It’s an opportunity to celebrate progress, address challenges, and set clear expectations for the future. These conversations should be direct, respectful, and grounded in mutual trust. Documenting key themes and outcomes helps track growth and guide future discussions.

Human Resources offers policies and forms to support these conversations and ensure performance documentation is consistent and effective.

Recognition matters. Go beyond general praise—highlight specific examples of skills, achievements, and growth. If your employee has an Individual Development Plan (IDP), use it to reflect on progress and set new goals.

Even when an employee is thriving, don’t skip performance reviews. Well-documented successes can support future opportunities, such as promotions or leadership roles. Gratitude and recognition contribute to a positive, inclusive workplace culture.

Constructive feedback is a learning opportunity—not a punishment. Use performance reviews to identify obstacles and offer support. Encourage your team member to reflect on their strengths and areas for improvement, and provide tools or training to help them succeed.

Document any concerns and the steps taken to address them. This helps identify patterns and measure progress. If challenges persist, connect with HR for guidance on next steps.

Performance feedback should be part of an ongoing conversation. Set the expectation that these discussions will continue regularly.

Define what success looks like. Make sure your team member understands their next steps and how progress will be measured. Use policies, metrics, and your department’s mission and values to clarify expectations and align goals.

• Partner with HR. Invite HR into the conversation if you anticipate a difficult discussion—or even for routine feedback. The HR Toolbox includes templates, policies, and best practices to support you.

• Work as a team. Feedback should be collaborative. It’s not you versus your employee—it’s both of you working together toward success.

• Assume good intent. Mistakes are rarely intentional. Make sure your team member understands procedures and has access to the resources they need.

• Listen actively. Your employee may already have insight into their performance. Be present, ask questions, and let them share what’s working, what’s challenging, and where they need support.

• Avoid repetition. Repeating the same feedback or offering generic praise can feel insincere. Focus on meaningful, actionable insights.

• Lead with empathy. Performance reviews can be stressful. Approach each conversation with compassion, and recognize that your team member may need time and space to process feedback.

Creating Safe Workspaces

As public servants, our work can be demanding and emotionally complex. Supervisors play a key role in fostering a safe and supportive environment where team members feel valued, respected, and empowered. Stress is a natural part of meaningful work—but with understanding, flexibility, and timely support, supervisors can help their teams thrive.

Assigning work thoughtfully helps build trust and confidence. Safe assignments are:

• Realistic and fair in expectations and deadlines
• Collaborative, encouraging teamwork and shared responsibility
• Achievable within an employee’s current workload
• Aligned with individual skills and interests
• Growth-oriented, offering opportunities to explore new roles and develop new skills

Emotional safety starts with how we treat ourselves and others. Encourage emotional intelligence and empathy by:

• Taking time to respond calmly and thoughtfully
• Pausing before reacting when emotions run high
• Assuming positive intent in others’ actions
• Checking for miscommunication or misunderstanding
• Prioritizing self-care and encouraging time away from work

Supervisors set the tone for the team. Safe leadership means:

• Asking questions and listening before making decisions
• Viewing mistakes as opportunities for growth
• Owning your missteps and offering solutions for repair
• Advocating for your team’s needs and well-being
• Supporting and approving time off to prevent burnout
• Practicing patience and compassion during times of stress or conflict

Remember: The well-being of your team is the foundation of a healthy workplace. When supervisors lead with empathy, clarity, and care, they create a space where everyone can do their best work.

Strategic Team Thinking

Strategic thinking isn’t just an innate talent—it’s a skill that can be learned and strengthened over time. As a supervisor, you already have valuable experience and insights. Strategic thinking begins by tapping into that knowledge and asking thoughtful questions that guide your team toward meaningful outcomes.

To practice strategic thinking, consider these five key approaches:

• Observation. What are the hard facts of this opportunity? Start by identifying what you know for sure.
• Analysis. How do these facts shape our options? Consider how they limit or expand your choices.
• Inference. How is this project similar to others we’ve tackled? Use past experiences to inform current decisions.
• Communication. What is everyone else thinking? Invite input and listen actively to diverse perspectives.
• Problem Solving. Where can we go from here? Focus on solutions and next steps that align with your goals.

A well-developed strategic plan has more impact than a single bright idea. When someone demonstrates strong strategic thinking, it can seem like a superpower—but it’s really the result of practice, patience, and intentional learning. Strategic thinkers know how to identify all the steps needed to reach a goal and guide their teams through each one.

One essential tool for developing strategic thinking is documentation and document retention. Keeping records of past projects allows you and your team to:

• Reflect on what worked and what didn’t
• Learn from previous experiences
• Build a foundation of best practices
• Preserve great ideas for future use

Encourage your team to document their work and revisit it regularly. Strategic thinking thrives when we learn from the past and plan thoughtfully for the future.

Leading With Others In Mind

Many supervisors earn their roles by solving problems and delivering results. However, a common misconception is that leadership means having all the answers and making decisions independently. In reality, this mindset can limit collaboration and growth—and even hinder effective leadership.

One of the most valuable leadership qualities is collaborative leadership. This approach creates an inclusive environment where team members feel safe sharing ideas, offering feedback, and contributing their unique perspectives. It also provides opportunities for employees to learn, grow, and take ownership of their work.

Collaborative leadership benefits everyone. By engaging others in decision-making, supervisors gain access to more informed solutions, while employees feel more connected and invested in their work. Even when a final decision rests with the supervisor, involving the team in the process helps build understanding and trust.

You can balance your leadership responsibilities with inclusive practices by being clear about what is open for discussion and exploration. Here are some strategies to consider:

• Invite the right people to the table. Not every decision requires input from everyone, but it’s important to consider who is involved and who might be missing. Are there voices from other departments, agencies, or communities that should be included? Are there equity, access, or inclusion concerns to address? Engaging diverse perspectives early can lead to stronger relationships and better outcomes.
• Think beyond traditional meetings. Meetings are useful, but not everyone feels comfortable speaking up in that setting. Some team members may need time to reflect, research, or process information. Offer alternative ways to participate—such as one-on-one conversations, surveys, or written feedback—to ensure all styles and voices are represented.
• Use intentional facilitation methods. Don’t expect immediate answers when presenting a challenge. Take time to design discussions that encourage meaningful input. Consider using structured approaches like consensus workshops, human-centered design, or appreciative inquiry. These methods help foster equity, inclusion, and deeper engagement. If you're unfamiliar with these techniques, consider collaborating with colleagues or seeking support from experts.

Collaborative leadership is not about giving up authority—it’s about using your role to empower others, build trust, and make better decisions together. When supervisors lead with openness and intention, they create a workplace where everyone can contribute and succeed.

Servant Leadership

Public service is rooted in a deep sense of responsibility. As supervisors, we are motivated by community, empathy, and justice—and we carry the obligation to pursue outcomes that benefit the well-being of all Minnesotans. This responsibility should remain at the heart of our work, even as we grow in our careers.

On his second day in office, Governor Tim Walz reaffirmed Minnesota’s commitment to equity and inclusion through Executive Order 19-01, establishing the One Minnesota Council on Inclusion and Equity. The order states:

“In Minnesota, we know we are all better off together… Diversity, inclusion, and equity are therefore essential core values and top priorities to achieve One Minnesota.”

As public servants, it is our duty to serve in allyship—working across agencies and communities to make thoughtful, equitable decisions for our neighbors, families, and friends.

Leadership is not a shield from accountability. Holding a supervisory role means modeling professionalism, owning mistakes, and supporting growth—for yourself and your team. When errors occur, acknowledge them, apologize sincerely, and take steps to repair harm. Treat everyone with respect and commit to lifelong learning, staying informed about workplace innovation, current events, and social issues.

Transparency should be embraced, not avoided. Being open about our work and decision-making processes is a reflection of our integrity and our commitment to the people we serve. As leaders in the Minnesota State system, we have the privilege and responsibility to advocate for others and lead with honesty, humility, and purpose.

Leading Through Influence

Influence in leadership is about inspiring and empowering others. It’s not about control—it’s about supporting the progress of those around you. When you intentionally seek to influence others in the workplace, you become a catalyst for growth, collaboration, and innovation.

Integrity is what transforms instruction into influence. While clear direction and delegation are essential leadership skills, true influence comes from leading by example. Public servants are driven by purpose—working to improve communities and support the well-being of Minnesotans. When your actions reflect your values, your team will notice. Your authenticity and commitment will inspire others to follow your lead.

Your influence doesn’t stop with your immediate team. It creates a ripple effect that can extend across departments, agencies, and communities. Your ideas, values, and work ethic shape the culture around you. Someone you’ve never met may adopt your habits or mindset as they strive for excellence in their own role.

Both positive and negative influence travel quickly. Over time, your words, actions, and attitudes will echo back to you through the people you’ve impacted. That’s why it’s important to be mindful of how you show up each day and how your leadership contributes to the workplace environment.

Influence is most powerful when it’s used to uplift others. As a supervisor, you have insight into your organization’s goals and vision—use that perspective to guide and support your team. Help others see their potential, and create opportunities for them to grow.

You can mentor emerging leaders, recommend colleagues for new roles, and align team efforts with broader organizational objectives. When you recognize and nurture talent, you help build a stronger, more resilient workforce.

Leadership through influence is about being intentional, authentic, and generous with your knowledge and support. When you lead in this way, you help shape a workplace culture that values growth, collaboration, and shared success.

Relevant Resources

• LinkedIn Learning Courses
  • The Art of Connection: 7 Relationship Building-Skills Every Leader Needs to Know
  • What’s Next: Reinventing Work in the New Normal
  • Employee Experience
  • Giving and Receiving Feedback
  • Developing a Critical Thinking Mindset
  • Ken Blanchard on Servant Leadership
  • Developing Leadership Presence

Must have a LinkedIn Learning license to use the platform. To get a license, reach out to your agency’s LinkedIn Learning sub-administrator.

• Office of Collaboration and Dispute Resolution
  • Problem Solving Toolkit

• Life and Well Being
  • Visit our Employee Assistant Program page to see the available resources we provide. Talk to someone right away. Counselors are available 24 hours a day, 7 days a week, and 365 days a year. The service is free and confidential.

Fiscal Responsibility

As supervisors and leaders at St. Cloud State University, we play a key role in stewarding institutional resources. Understanding our budgets and the broader financial context is essential to responsible management. While financial, accounting, contracting, and budgeting functions are typically handled by subject matter experts in administrative units, all supervisors share responsibility for fiscal oversight.

Consider what monitoring cadence makes sense for your department or team. Are expenses steady throughout the year, or do you experience seasonal fluctuations in activity? Collaborate with your budget or finance colleagues to regularly review your unit’s financial reports. If available, use tools like the Manager’s Financial Report (MFR) to track real-time spending and compare it to projections.

Your primary goal is to ensure your team stays within budget, but financial reports can also reveal opportunities. For instance, if professional development funds haven’t been used as planned, check in with staff about their goals and encourage investment in growth. If hiring delays have resulted in salary savings, consider reallocating those funds to support strategic initiatives or additional development opportunities.

Beyond day-to-day budget monitoring, it’s valuable to understand how university budgeting works—even if you’re not directly involved in planning. Knowing how your programs are funded, your budget allocation, and how they fit into the broader institutional budget can help you make informed decisions and advocate effectively for your team.

Building Solutions Together

Avoiding problems, using vague language, or delaying decisions won’t lead to solutions. Many supervisors hesitate to make tough calls out of concern for making the wrong choice or damaging working relationships. However, ignoring issues, communicating poorly, or wasting time can be far more harmful than making a difficult decision.

To balance thoughtful leadership with effective action, work collaboratively with your team to explore options and anticipate outcomes before deciding. Problem-solving discussions should focus on key questions:

What is the problem?
Sometimes small issues are symptoms of larger challenges. For example, repeated late submissions of student payroll forms might point to unclear deadlines or a lack of training for new staff.

Why is it happening?
Ensure your decision addresses the root cause. If student workers are missing shifts, is it due to scheduling conflicts, unclear expectations, or a lack of supervision?

How can we fix it?
Often, solutions involve better communication or targeted training. If faculty are confused about hiring procedures, a short workshop or updated guide could resolve the issue.

Did we achieve our goal?
Implement your solution, evaluate its impact, and adjust as needed. If a new onboarding checklist for student employees improves compliance, consider expanding it to other roles.

Not every decision needs to be permanent. Some problems benefit from short-term solutions that can be revisited after gaining more insight or experience. For instance, temporarily adjusting office hours to accommodate student needs during finals week can be evaluated and refined later.

In other cases, the issue may not require a solution at all—asking the right questions and engaging the right people may be enough. For example, if a team is consistently meeting deadlines and collaborating well, use that opportunity to discuss what’s working and how to sustain it. At the same time, identify any patterns that may be holding the team back, such as recurring miscommunication between departments.

Effective supervisors foster a culture of clarity, responsiveness, and continuous improvement. Use these strategies to support your team and strengthen your leadership.

Creating a Shared Vision

At St. Cloud State University, supervisors play a key role in shaping the future of their teams and departments. A vision statement is a powerful tool that communicates what your University aspires to achieve and helps guide priorities and actions. Like a University, you can also have a vision for your own team and department that aligns with an Institution's overall expectations and goals. Unlike a mission statement—which defines your core purpose and tends to remain stable—a vision is forward-looking and may evolve every 3–5 years to reflect changing goals and circumstances.

A strong department vision should be:

• Descriptive: What would success look like if the vision were already achieved?
  Example: “Our student success team is known across campus for proactive, student-centered support that improves retention and graduation rates.”

• Specific: Is it clear enough to guide decisions and efforts?
  Example: “We aim to reduce student wait times for services by 50% through streamlined scheduling and cross-training.”

• Compelling: Does it inspire people to work toward it?
  Example: “We will become a model of inclusive excellence in student services.”

• Bold: Does it challenge the team to move beyond the status quo?
  Example: “We will lead the university in adopting sustainable practices across all administrative operations.”

• Intentional: Would others see it as a serious, thoughtful effort?
  Example: “Our team will be recognized for its commitment to equity and continuous improvement.”

• Practical: Is it achievable and grounded in reality?
  Example: “We will implement a new onboarding process that improves employee satisfaction and retention.”

• Shared: Does it reflect a collective understanding and commitment?
  Example: “Together, we will create a culture of collaboration, innovation, and student success.”

When developing a vision, consider involving your team. While it’s fine for a supervisor to draft an initial version, collaboration can energize the process and build shared ownership. Set up a productive conversation with a clear agenda, participation expectations, and space for idea generation. You might also review strategic plans from the university, survey results, or examples from other institutions to spark ideas.

During vision-setting conversations:

• Ask questions: Where do we want to be in 3–5 years?
• Be observant: What trends or challenges are shaping our work?
• Be creative: What could our future look like without current limitations?
• Identify themes: What ideas keep coming up across the group?
• Step back—but keep talking: It’s okay to take time to refine the wording. Avoid wordsmithing in large groups; instead, let smaller teams draft and bring back options for feedback.

Once your vision is finalized, use it. Share it with your team and peers, let it guide planning and decision-making, and revisit it regularly to ensure it remains relevant and motivating.

Strategic Planning for Supervisors

Strategic planning is an opportunity to reflect on your current situation, clarify your team’s purpose, set a vision for the future, and map out a clear path to get there. At St. Cloud State University, supervisors can lead this process to align team goals with broader institutional priorities and improve outcomes for students, staff, and the campus community.

Strategic planning typically unfolds in four phases:

Before diving in, make sure everyone is aligned. Clarify the purpose of the planning effort, expected outcomes, and the role of leadership.

Example: A supervisor in Student Affairs might begin by confirming that the goal is to improve student engagement through redesigned programming.

Conduct an honest assessment of your current situation. What are your team’s strengths, challenges, resources, and opportunities? Review relevant data—such as student satisfaction surveys, service usage reports, or HR metrics. Interview stakeholders or conduct quick surveys to gather input.
Example: An academic department might review advising appointment data and student feedback to identify gaps in service delivery.

Don’t wait for perfect information—some assessments can be added to future planning cycles.

Bring your team together to brainstorm and build consensus. This phase includes:

• Reviewing the situation: Discuss findings from your assessment, including trends, successes, and challenges.
• Mission: Revisit or refine your team’s mission to ensure clarity of purpose and alignment with university values.
• Vision: Define what success looks like in 3–5 years. Include both internal goals (e.g., improved team collaboration) and external outcomes (e.g., enhanced student support).
• Strategies: Identify what needs to happen in the next 1–2 years to move toward your vision.
  Example: A strategy might be to implement a peer mentoring program for first-year students.
• Action plans: Outline specific steps to launch your strategies. Include timelines, responsibilities, and measurable outcomes.
  Example: Assign staff to develop program materials, schedule training, and pilot the initiative within the next semester.

Strategic planning is just the beginning—you still have to do the work. A strong plan helps your team stay focused and adapt to change.

Example: A facilities supervisor might use the plan to prioritize sustainability upgrades and track progress over time.

Leading Change with Purpose

At St. Cloud State University, change is a constant—whether driven by shifting student needs, evolving technology, or institutional priorities. While reacting to change can be necessary, leading change is where supervisors can make the greatest impact.

Successful leadership requires intentional collaboration, clear communication, and a strong focus on people—both those driving the changes and those affected by it.

Include and form a diverse staff from different roles and backgrounds—not just managers—to bring a range of perspectives.

Example: If you're redesigning a student service process, include front-line staff, student workers, and IT support in the planning team.

Empower your team to define challenges, explore opportunities, develop the plan, implement it, and evaluate progress. Their ownership will strengthen the outcome.

Consider everyone impacted by the change—students, faculty, staff, and external partners. Invite feedback and offer multiple ways to participate.

Example: If you're changing advising procedures, hold listening sessions with students and faculty to understand their needs and concerns.

Remove barriers that slow progress and empower others in the process. This builds trust and increases engagement.

Change takes time, effort, and resources. People need to understand why it matters and how they fit into the process:

• Share your vision for the change.
• Explain the decision-making process behind it.
• Clarify roles and responsibilities.
• Identify project leads and subject matter experts.

Example: When implementing Workday, supervisors needed to communicate the changes that were coming, why they chose that platform, when the changes will take place, and working through the challenges at the start for a positive end result.

Change is rarely linear. Expect to adapt, iterate, and collaborate. Frequent, transparent communication keeps teams informed, motivated, and connected.

Significant change often requires a shift in workplace culture—the shared values, behaviors, and assumptions that shape how people work together. A culture of learning and psychological safety encourages both top-down and bottom-up contributions.

Example: A supervisor introducing a new feedback process might start by celebrating past successes and inviting staff to co-create the new approach.

Highlight small wins and pilot projects to build momentum.

Example: “The improvements we made to our student intake process last year helped reduce wait times. With this new initiative, we’re aiming to eliminate bottlenecks entirely.”

By focusing on people—those we serve and those we work with—supervisors can lead meaningful, lasting change across campus.

Representing the University

As a supervisor or staff member at St. Cloud State University, you are a visible representative of the institution—both on campus and in the broader community. Whether you're volunteering, attending local events, or simply interacting with others outside of work, your actions reflect the university’s values of integrity, respect, and service.

Your professionalism doesn’t stop at the office door. How you present yourself in public—through your words, actions, and attitude—helps shape how others view the university.

Example: Wearing university-branded apparel while volunteering at a local food shelf or speaking at a community event reinforces pride in your role and the institution.

Be mindful of your conduct in public spaces, online platforms, and community settings. Treat others with respect, communicate clearly, and uphold the standards of excellence that define St. Cloud State.

Volunteering and participating in community initiatives are powerful ways to build connections and demonstrate the university’s commitment to civic engagement.

Example: Supervisors might encourage their teams to participate in local clean-up days, mentorship programs, or campus-hosted community events.

These efforts not only support the community but also strengthen relationships between the university and the people it serves.

Every interaction is an opportunity to represent St. Cloud State in a positive light. Whether you're speaking with a neighbor about your work, attending a school board meeting, mentoring a student, or helping at a local fundraiser, your professionalism and openness help strengthen the university’s connection to the broader community.

Tip: Share your enthusiasm for the university’s mission and the work your team does. A simple conversation can spark interest, build goodwill, and reinforce the university’s role as a trusted community partner.

Relevant Resources

• Minnesota State Guides and Articles
  • Financial Planning and Analysis (MMB)
  • Guides: Organizational Conflict (OCDR)
  • Article: Facilitation Skills Tips (MMB)
  • Guide: MAD'S Approach to Strategic Planning (MMB)
  • Guides: Public Engagement Resources (OCDR)

• Office of Collaboration and Dispute Resolution
  • Problem Solving Toolkit

• Life and Well Being
  • Visit our Employee Assistant Program page to see the available resources we provide. Talk to someone right away. Counselors are available 24 hours a day, 7 days a week, and 365 days a year. The service is free and confidential.

Policies and Resources for Supervisors

This section provides a comprehensive collection of resources, policies, and relevant information to support supervisors in self-development, development of their teams, onboarding, offboarding, relevant policies and procedures, as well as other aspects of their position. This Includes:

Additional Resources

• ADA Accommodation Process
• FMLA / Leave of Absences
• Workers Compensation
• Hiring Procedures
• New Hire Workflow (Onboarding)
  • Supervisor Onboarding Checklist
• Position Authorization
• Training & Development Tools
• SupportU
• Building Access (Keys)
• Faculty Promotion/Tenure
• Telework
• Vehicle User Agreement
• Employee Assistance Program (EAP)

 Relevant Policies

• Employee Code of Conduct
• Respectful Workplace
• Background Check Verification
• Prior Work Experience
• Employee Evaluation
• Employee Separation (Offboarding)
• Reallocation for Classified Positions
• Range Placement (MSUAASF)
• Independent Contractors
• Assigned Space
• Display and Distribution of Information
• University Cancellation and Closing