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Tips and Tricks for Effective Library Supervision. Instructor: Gail Griffith An Infopeople Workshop Fall 2005-Winter 2006. This Workshop Is Brought to You By the Infopeople Project.

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Tips and Tricks for Effective Library Supervision

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tips and tricks for effective library supervision

Tips and Tricks for Effective Library Supervision


Gail Griffith

An Infopeople Workshop

Fall 2005-Winter 2006

this workshop is brought to you by the infopeople project
This Workshop Is Brought to You By the Infopeople Project

Infopeople is a federally-funded grant project supported by the California State Library. It provides a wide variety of training to California libraries. Infopeople workshops are offered around the state and are open registration on a first-come, first-served basis.

For a complete list of workshops, and for other information about the project, go to the Infopeople website at

  • Name
  • Library
  • Position
  • One or two words that describe the best supervisor you ever had
workshop overview
Workshop Overview
  • Supervisory Style and Motivation
  • Coaching for Development
  • Performance Reviews
  • Disciplinary Procedures
what s a supervisor s primary job
What’s a Supervisor’s Primary Job?
  • Getting things done through people

Does that mean you need them more than they need you?

Just a reality check!

Hmmm… That’s interesting

even the best supervisors have

Blind spots

Bad days

(That’s the bad news….)

The good news? We also have




Even the Best Supervisors Have
all contribute to our supervisory style
All Contribute to our Supervisory Style
  • And there is a link between supervisory style and employee motivation, as we’ll see
research on employee motivation says these factors are critical
Research on Employee Motivation Says These Factors are Critical
  • High expectations
  • Treating people fairly
  • Setting work-related goals
  • Effective discipline
  • Satisfying employees’ needs
  • Restructuring jobs
  • Basing rewards on job performance

Accel Team

something to think about
Something to Think About
  • How does your supervisory style affect the motivation of the people you supervise?
situational leadership
Situational Leadership
  • Four stages of employee development
    • each stage has different needs
  • Four supervisory styles
    • each style makes different contributions
  • Challenge:
    • match supervisory style to employee’s development needs

Hersey and Blanchard

stages of employee development
Stages of Employee Development



Hersey and Blanchard

supervisory styles
Supervisory Styles



Hersey and Blanchard

the best match
The Best Match





Hersey and Blanchard

exercise 1

Exercise #1

Diagnosing Development and Making the Match

What does the term ‘coaching’ mean to you?

What’s your experience of coaching, or being coached?

coaching for development
Coaching for Development
  • You set the tone
    • make expectations clear
    • regular, clear communication
    • keep the door open
coaching basics
Coaching Basics
  • It’s done for someone, not to someone!
  • Ideally initiated by the person who wants to be coached
  • May be peer-to-peer, supervisor-to-staff, or even consultant to executive
  • May be formalized or scheduled
  • May be informal when opportunities are seized
grow model of coaching
GROW Model of Coaching
  • Goal
  • Reality
  • Options
  • Willing to do

John Whitmore

try coaching your staff
Try Coaching Your Staff
  • Introduce GROW model
  • Schedule 15 minutes of uninterrupted time each month
  • Give coachees a tool to help them plan
  • Be sure to contribute, not control
  • And remember, you’re a D1 at using the GROW model!
writing performance reviews
Writing Performance Reviews
  • Know your environment
    • law
    • union? civil service?
    • local policies and procedures
    • local resources to help you
  • Opportunity to engage employees in self-assessment
  • Snapshot in time
  • No surprises!
making the best of the forms
Making the Best of the Forms
  • What would your ideal performance review form contain?
  • What are forms good for?
    • address things your organization considers important (some are even updated regularly!)
    • way to document the ongoing communication between you and your staff
    • resource for references, promotion decisions, other personnel actions
be specific in your comments
Be Specific in Your Comments
  • Focus on behaviors and results
    • not motives, personalities, feelings, attitudes
  • Tell employees what behaviors you want to see more of
  • Tell employees what behaviors need to change
why behaviors
Why Behaviors?
  • Three realities
    • yours
    • theirs
    • actual behavior

Bradford and Cohen

which comment do you think mary jo would rather see
Mary Jo has a great customer service attitude.

Mary Jo received three letters of thanks from customers, including one from a disabled woman who appreciated her volunteering to deliver her books.

Which comment do you think Mary Jo would rather see?
describing behaviors
Describing Behaviors
  • Key to effective praise and correction, whether oral or written
  • Critical in handling all difficult supervisory conversations and documentation
  • Requires practice
exercise 3
Exercise #3

The Ball’s in Your Court

when your best efforts don t work
When Your Best Efforts Don’t Work
  • Typical Progressive Discipline
    • verbal warning
    • written counseling
    • final written warning
  • There must be consequences

You have a sample policy in the handouts

documentation for counseling
Documentation for Counseling
  • What to include
    • behavior that is occurring
    • steps already taken to get improvement
    • next step that needs to occur
    • consequences
  • Who should review it
conducting the counseling session
Conducting the Counseling Session
  • Before the session
    • anticipate their responses and plan
    • practice
  • During the session: practical tips
    • schedule the session late in the shift
    • sit closest to the door
    • bring tissues
    • consider bringing ‘back-up’
  • After the session
    • make notes while your memory is fresh
    • take time to reflect and grow from the experience
exercise 4
Exercise #4

What’s Next?