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

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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 sanityJenn will cover: Human Resources 101


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


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:

  • 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

  • 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 teamBe honest Address the issues


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:

  • 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:

  • Detailed job description

  • Goals for coming year

  • Regular / Virtualstaff meetings

  • Coaching sessions

  • Daily E-mail / BLOGS


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


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)

  • 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


  • 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:

  • 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

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

  • 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:

  • 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:

  • 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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