Charting a Course for Supervisory Success Charting a Course for Supervisory Success: One-day...

Charting a Course for Supervisory Success

Charting a Course for Supervisory Success:One-day Workshop


Introduction The Big Picture The Public Libraries

Act Understanding

Leadership Library Service Managing

Relationships (I)

Agenda

LUNCH Managing

Relationships (II) Managing Yourself BREAK Competencies Wrap up


ObjectivesIdentify the responsibilities of library supervisors with

respect to legislation (the Public Libraries Act)

Describe key leadership concepts

Analyze the role of the supervisor in achieving good customer service

Analyze and demonstrate ways to establish important relationships, such as those with managers and staff

Identify strategies for self development as a supervisor


The Big Picture

Organizational design General functions of supervisors Responsibilities Characteristics of effective supervisors A note on performance management/discipline Questions?


Organizational Design

“The process of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility and decision making. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization.”

-R. Autry, What is organizational design?


Legal responsibilities Public Libraries Act Accessibility Children Employment Standards Human Rights Code Occupational Health and Safety Privacy


More information

SOLS Clearinghouse:

http://www.sols.org/links/clearinghouse/legislation/


Responsibilities

planning organizing staffing leading controlling


Control Process

• communicating control standards in writing (e.g. goals and objectives, policies and procedures, directives, etc.)

• monitoring performance and comparing it with standards

• reinforcing good performance or fixing problems


Effective Supervisory Skills

Technical skills

Human Relations Skills

Conceptual Skills

Decision-Making Skills


Understanding leadership

Creating an environment in which everyone is motivated to perform

The Big Five personality traits

How not to lead!

Two dimensions


Customer Service

Consider this scenario: What's going on at Druckheim Regional Library?


Conversations with.... Always be courteous

Use welcoming language

Never complain about work frustrations like the new computer system or other departments

Don't use jargon


Specific techniques

Anticipate your audience

Balancing power

Greetings

Small talk

Non-verbal cues

What are their goals, needs and

expectations?


10 Magic Phrases1. Of course we can try to get it for you.

2. How may I help you?

3. Of course we’ll waive the fines…and I hope you are feeling better.

4. I’ll be happy to make that call to _______for you.

5. Did you locate what you wanted? How well does the material meet your needs?

6. Is there something else I can find for you?

1. There are several possible ways to address your question. …Can you give me a little more background?

2. I’m with a customer at the moment … May I call you back in just a few minutes

3. Yes, that item is in, and I’ll be happy to hold it for you for forty-eight hours.

4. Thank you for using the ‘XYZ’ library.


10 Magic Phrases

Weingand, D. E. (1996). Customer service excellence: A concise guide for librarians. Chicago: American Library Association.


When things go wrong

Criticism and disagreement

Anger and hostility

Closure

Cobourg Public Library. (2004). Customer Service at the Cobourg Public Library. Retrieved from

http://www.sols.org/links/clearinghouse/publicservices/CobourgCustomerServiceStandard.pdf


Key phrases

Etiquette

Using influence

Disengaging

Conflict

Reflecting the intent of the conversation

In my opinion, this dry weather is caused by global warming.


Managing relationships

Let's review:

General functions and organizational structure

Responsibilities and characteristics, especially human relations and leadership

Creating a service environment and specific communication techniques

Control process and coaching


Coaching framework

Kinlaw, D.C. (1989). Coaching for commitment: Supervisorial strategies for obtaining superior performance. San Diego, CA: University Associates.


Coaching framework

a) confronting (describe the inappropriate behaviour specifically, objectively and without judgement)

b) using reaction to develop information (allow the chance to react, use active listening, and ensure you both agree on what the problem is)

c) resolving (summarize the conversation, identify and agree upon next steps for improvement and/or resolution, express your confidence in the employee's ability to succeed)


Druckheim Regional revisited

Beckie confronts Brenda....

Meet Gemma, Eve, Miriam,

Dean and Esmeralda


Coaching framework

a) confronting (describe the inappropriate behaviour specifically, objectively and without judgement)

b) using reaction to develop information (allow the chance to react, use active listening, and ensure you both agree on what the problem is)

c) resolving (summarize the conversation, identify and agree upon next steps for improvement and/or resolution, express your confidence in the employee's ability to succeed)


Managing relationships

Part 2: Influential people and groups


Do your homework

The heart of the matter

Engage in a dialogue

Be clear and organized

Be credible


More on the importance of audience

Whom exactly are you communicating with?

What does your audience already know about the situation?

What does your audience want to know?

What does your audience need to know?


Image and perceptions

Each conversation is part of a relationship

An impression is created over time; you, the library, your colleagues are all part of the mix


Actions speak louder than words

Internal functions

issue and clarify procedures and policies

inform management of progress

persuade employees or management to make changes or improvements

coordinate activities or provide assistance

evaluate, compliment, reward, and discipline employees

get to know someone


Actions speak louder than words

External functions

answering queries about programs or services

persuading patrons or other stakeholders of the value of programs or services

clarifying specifications

responding to outside agencies

promoting a favourable image of the organization


Communication flow

Formal channels

Informal channels

They're both important!


Role play

Where: the local hockey arena

What: the semi-final for your daughter's team

When: 9 minutes into the third period


Role play'The library? What a coincidence! I'm the new deputy

assigned to the Ministry of Tourism and Culture – the libraries are part of that, aren't they? Wow, I haven't been to library since I was a kid. Do you still say “shhh?” I probably wouldn't know what to do if I did go in, since I could never get those cards in the little drawers out. My hands are too big, see? Well, I buy all my books anyway especially since I got my wife got me a Kindle last Christmas. You don't have e-books at the library, do you? Well, how could you. You only have older books anyway, right? I bet I still have fines from the last time I was in there in grade 4....'


Managing yourself

Goodall, H.L., Jr. & Goodall, S. (2002). Communicating in professional contexts: Skills, ethics, and technologies. New York: Thomson Learning.


ReciprocityLying, cheating, or stealing.

Misrepresenting yourself, your goals or your methods.

Not speaking up for a colleague who is wrongly accused of held accountable for something that isn't her or his fault.

Not supporting the work of someone who regularly supports you.


ReciprocityAllowing someone else to pick up the check for

lunch or dinner without offering to do the same for them the next time.

Failing to volunteer to help someone meet a deadline even though the person has volunteered to help you in the past.

Failing to personally disclose your feelings about an issue or idea after your have asked someone to disclose their personal feelings.


ReciprocityBeing chronically late for meetings and events.

Trying to claim credit for work done by a group or team.

Ingratiating yourself with superiors at the expense of others with whom you work.

Withholding information from others that may benefit them.

Spreading rumours or gossip about others.

Telling someone else's secrets.


Whoops!

"To make no mistakes is not in the power of man, but from their errors and mistakes the wise and good learn wisdom for the future."

--Plutarch


Recovery is possible

Make things right

Apologize

Let the matter rest

Learn more

Ask if you can do something else

Let others know you’ve learned something

Keep records


Personal Action Plan

then

wrap up & questions


Thank you!

Cheryl Stenströ[email protected]

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