Managing yourself and others
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Managing Yourself and Others. by Sara Hansen and Jennifer Doderer, Ocean County Library. Sara will cover: Managing others while keeping your sanity Jenn will cover: Human Resources 101.

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Managing yourself and others

Managing Yourself and Others

by Sara Hansen and Jennifer Doderer, Ocean County Library


Sara will cover managing others while keeping your sanity jenn will cover human resources 101

Sara will cover: Managing others while keeping your sanityJenn will cover: Human Resources 101


Managing yourself and others

Management and LeadershipManaging the daily operations of your organization.Leading the library toward the future.


Managing yourself and others

Self Assessment: Who are you? What kind of a leader are you?Where do you excel?Where do you need help? Who do you ask for help?


Two types of new directors

Two types of New Directors:

  • Old relationship – came up through the ranks and was “one of the gang” in the past

  • New relationship – Director hired from the outside and not privy to all the problems, staff interactions, and enabling that has gone on in the past


What makes the director seat different

What makes the Director seat different

  • You need thick skin – you will be accused of having favorites

  • Confidentiality is a heavy burden

  • Open Door policy is OK for most, as it indicates you are open to new ideas and changes in the organization, but beware of martyrs and narcissists – they feed on the attention


In what direction are we going cultivate your team be honest address the issues

In What Direction are We Going?Cultivate your teamBe honest Address the issues


What you need to be successful

What you need to be successful:

  • Personnel Manual

  • Up-To-Date Policies

  • Job Descriptions for everyone

  • List of Front Desk skills all need to learn

  • Super Library Supervisor training


New hires

New Hires:

  • Job application AND a resume from each candidate

  • 90 days probation in Personnel manual; can extend it only if State Library

  • Sort applications into two piles: NO and Interview

  • NO – red flags: comments, sloppy, misspellings, breaks

  • Phone Interview: weed out ones that look good on paper

  • Interviews: only need to actually interview 5-6 at most


High expectations of good employees should be spelled out

High expectations of good employees should be spelled out:

  • Detailed job description

  • Goals for coming year

  • Regular / Virtualstaff meetings

  • Coaching sessions

  • Daily E-mail / BLOGS


High expectations of good directors

High expectations of good directors:

  • Be a role model – “walk the walk”

  • No favorites – treat all the same

  • Be consistent

  • Be aware of cultural differences

  • Reasonable accommodation of a disability


Managing yourself and others

IF YOU’RE HAVING PROBLEMS

WITH AN EMPLOYEE:

Things to check:

  • Did you provide an orientation for them?

  • Do they know what their job entails, i.e. do they have a job description, list of duties?

  • Do they need training / retraining (see Free or Inexpensive Training) Document retraining!

  • Do they have the tools they need, i.e. space, supplies, computers, time, quiet environment?


Costs to keep them cavaiola p 12

Costs to keep them: (Cavaiola, p.12)

  • Higher rates of absenteeism

  • Undermining loyal employees’ commitment to the organization

  • Creating a sense of malaise / depression

  • High turnover / retraining costs

  • Higher levels of stress with related accidents

  • Resistance to new management directives – they will undermine you with a passive/aggressive campaign

  • Legal fees, litigation, including high settlement fees


Managing yourself and others

  • TOOLS TO MODIFY BEHAVIOR INCLUDE:

  • The Personnel Manual

  • Coaching / Counseling sessions

  • Evaluations

  • annual and interim (quarterly, weekly), if needed

  • Progressive Discipline

  • Performance Improvement Plan (PIP) with consequences (demotion or termination)


Strategies

Strategies:

  • Use a progressive discipline plan

  • Document, document, document – and do it to everyone that is misbehaving

  • Treat everyone the same

  • Cross-train, reschedule everyone. It will get them out of their comfort zone and away from their enablers. Also it will add depth to your organization.

  • Keep ’embusy and out of trouble!!


Evaluations

Evaluations

Adaptability

Communications

Conflict Resolution

Customer Service

Dependability

Job Knowledge

Judgment

Problem Solving

Quality

Team Work

Supervisors - add:

Cost Conscious/ Budgeting

Delegation

Leadership

Managing People

Planning and Organization


Dealing with fmla njfla

Dealing with FMLA, NJFLA

  • Stay within the law, use your HR person

  • Use a labor attorney if things get rough

  • Document everything, all the time

  • Have the right forms & require them to be filled out correctly and completely

  • Excessive absences vs. Sick leave abuse

  • Have the right leave policies – require earned leave the be used up before going to unpaid

  • Prevent "Stacking" of Leave


Free or inexpensive training

Free or Inexpensive Training:

  • LibraryLinkNJwww.librarylinknj.org

  • The NJ State Librarywww.njstatelib.org

  • The New Jersey Library Association www.njla.org

  • Web Junction - Learning Center http://www.webjunction.org click on the Find Training tab

  • Statewide Super Supervisor classes, levels I, II, and III http://librarylinknj.org/content/super-library-supervisor-workshop-series-2013


Resources

Resources:

  • Bramson, Robert. Coping with difficult people. Garden City, NY: Anchor Press, 1981.

  • Cavaiola, Alan A., and Lavender, Neil J. Toxic coworkers: how to deal with dysfunctional people on the job. Oakland, CA: New Harbinger Publications, Inc., 2000.

  • Dobson, Michael, and Dobson, Deborah Singer. Coping with supervisory nightmares: 12 common nightmares of leadership and what you can do about them. Mission, KS: SkillPath Publications, 1997.

  • Documentation and discipline handouts, shared courtesy of Kathleen Carr, Human Resources, Ocean County Library from Super Supervisor Course

  • Software from KnowledgePoint: Performance Now, and Descriptions Now, available from www.cdwg.com. They take purchase orders

  • Google “sample library job descriptions.” Maine St. Lib. has some good ones:

    http://www.maine.gov/msl/mrls/resources/jobdesc.shtml

  • http://www.ogletreedeakins.com/publications/2008-06-03/new-jersey-paid-family-leave-law-fact-sheet

  • http://www.state.nj.us/treasury/pensions/epbam/additional/fmla-overview.htm

  • Marian R. Bauman 732-775-8241 x 1-301 [email protected]


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