There are two things that rise to the surface of the many things we discussed today. The first is that ill defined expectations set people up for failure. When assigning tasks or projects to staff, I will now be sure that we agree on how things should be done and mutually agree to a deadline for accomplishing them. I hope this will be as simple to follow through with as it seems.
The next point is that people don't buy what you do, they buy why you do it. We need to be clear on our purpose and be able to communicate it concisely. Our presenter, Robert Benson, stated that ideally, you should be able to communicate your purpose in a Tweet of 140 characters. He added that people need to understand their place in the organization's priorities. Team members want to be engaged and put their knowledge and talents to good use. He recommended we make "Don't Do" lists and focus on what we are good at. He reminded us that if we devote all our time and energy to what we are worst at, the most we can hope to be is mediocre. We need to spend most of our time working on areas where we are already strong.
Another great part of the day was the relaxation techniques. Long ago, I used to practice these techniques, but I got out of the habit. It was wonderful to have the opportunity to be transported to another plane and to remember what a tremendous tool it is for improving the quality of our lives.
Thursday, August 7, 2014
Moving Forward
H.B. Stamps Library staff is in transition. We have had one major team member move away because her husband took a job out of state. She had been a prime mover in planning Summer Reading Programs and facilitating the Teen Book Club and Teen programs. Fortunately, she completed the SR Programs she had planned before leaving us. We had had a person assigned to us through the First Tennessee Human Resource Agency's program for training workers over 55. She has proven to be a very capable and I hired her to replace Joline. She is eager to work with the Teens and I am anxious to find out if she has what it takes to draw them in and engage them. I hope she will!
The staff at all three libraries need to increase their technical competence. Since they are all part time and work different schedules, it is difficult to get them together for group training. As an alternative, I would like to schedule each person to come in an hour of two before their shift begins once each quarter. This time could be used to take a webinar or to utilize the resources on TEL or other free technical training. This would increase their skills, boost their confidence and enable them to provide better customer service. I believe I can fit this in within budget and it is one small change involving staff through which we can achieve victory.
The staff at all three libraries need to increase their technical competence. Since they are all part time and work different schedules, it is difficult to get them together for group training. As an alternative, I would like to schedule each person to come in an hour of two before their shift begins once each quarter. This time could be used to take a webinar or to utilize the resources on TEL or other free technical training. This would increase their skills, boost their confidence and enable them to provide better customer service. I believe I can fit this in within budget and it is one small change involving staff through which we can achieve victory.
My Big Hairy Audacious Green Goal
When I was about ten years old, my mother made a small solar cooker out of aluminum foil and cardboard and used it to cook a hotdog for me. Ever since then, I have had a love of solar energy and other alternative energy sources. Over the years, I have read many books and articles on the topic and toured solar homes. In 2003, I bought a Honda Civic Hybrid.
It didn't take me long after becoming Director to realize that H.B. Stamps Library's building is grossly inadequate for the needs of the community. It quickly became one of my goals to have a Capital Campaign to raise funds for a new library underway before I retire. With my interest in solar, nothing less than a LEED certified, solar powered building will do. I have begun talking up the concept whenever I can. It made it to the agenda of a recent board meeting. I have been looking over property in Rogersville for a good site for a new library. I want it to be within easy walking distance of many homes. This is definitely a big, hairy, audacious goal. But I may as well dream big. Since all the county schools have recently had solar panels installed, the community will probably be receptive to my dreams.
Meanwhile, I will follow up and contact Aladdin in Smyrna and investigate the cost of replacing our fluorescent tubes with LED tubes.
It didn't take me long after becoming Director to realize that H.B. Stamps Library's building is grossly inadequate for the needs of the community. It quickly became one of my goals to have a Capital Campaign to raise funds for a new library underway before I retire. With my interest in solar, nothing less than a LEED certified, solar powered building will do. I have begun talking up the concept whenever I can. It made it to the agenda of a recent board meeting. I have been looking over property in Rogersville for a good site for a new library. I want it to be within easy walking distance of many homes. This is definitely a big, hairy, audacious goal. But I may as well dream big. Since all the county schools have recently had solar panels installed, the community will probably be receptive to my dreams.
Meanwhile, I will follow up and contact Aladdin in Smyrna and investigate the cost of replacing our fluorescent tubes with LED tubes.
Wednesday, August 6, 2014
Managing Performance
I inherited a library staff with a proven track record of providing good customer service with gentleness and kindness-with one exception. I like all the staff at all three libraries, including the one who gives me headaches.
I believe in focusing on people's strengths and the good things they do. Although I have many days when the only way to accomplish my work and meet deadlines is to stay at my desk with laser focus, I try to walk through the library at least once everyday and speak to each staff person. I ask about how things are going both at the library and in their personal lives. I have always been willing to let staff make adjustments to schedules that make it possible to do what they need to do in their personal lives. They are always conscious of making sure all the bases are covered. They are intelligent, capable, competent people who are committed to their work. The best way I can manage them is to give them the space to do what they do well. I do let them know that I appreciate them. And they know that I fight for them at Board meetings, County Commission meetings and Board of Mayor and Alderman meetings.
I have asked that when they attend any kind of webinar or training session that they give me documentation to put in their file. I have told them to do this because a director who succeeds me will need to know what they have accomplished and what they are capable of doing.
With my difficult person, I have had conversations about her actions, given verbal warnings documented in her file, written warnings, written warnings in the presence of the Board Chair and signed by all three of us.
In the future, I will try to spend more time with the staff at the branches. I will also require staff to participate in webinars or spend time exploring different components of the TEL website on company time.
I believe in focusing on people's strengths and the good things they do. Although I have many days when the only way to accomplish my work and meet deadlines is to stay at my desk with laser focus, I try to walk through the library at least once everyday and speak to each staff person. I ask about how things are going both at the library and in their personal lives. I have always been willing to let staff make adjustments to schedules that make it possible to do what they need to do in their personal lives. They are always conscious of making sure all the bases are covered. They are intelligent, capable, competent people who are committed to their work. The best way I can manage them is to give them the space to do what they do well. I do let them know that I appreciate them. And they know that I fight for them at Board meetings, County Commission meetings and Board of Mayor and Alderman meetings.
I have asked that when they attend any kind of webinar or training session that they give me documentation to put in their file. I have told them to do this because a director who succeeds me will need to know what they have accomplished and what they are capable of doing.
With my difficult person, I have had conversations about her actions, given verbal warnings documented in her file, written warnings, written warnings in the presence of the Board Chair and signed by all three of us.
In the future, I will try to spend more time with the staff at the branches. I will also require staff to participate in webinars or spend time exploring different components of the TEL website on company time.
Monday, August 4, 2014
Developing Staff Development Day
Our Board recently approved our request to close all three libraries for a Staff Development Day in the Fall. I had a few ideas about what I would like to have happen that day, but had not yet worked out an agenda. After the session today, I realized that the day should be spent focused on what the staff say they need. I will begin soliciting their opinions about what we should do. I would like to direct the discussion toward how what they have identified they need to learn will bring our library system closer to achieving the Tennessee Standards for Non Metropolitan Libraries. I think sharing these standards with them will inspire them and help build them into a well functioning team.
I want the activities we include to help them get to know one another better and to build trust in one another's skills and abilities. We share an on-line catalog and regularly shuttle books from one branch to another to meet patron requests. I don't think any one on staff would hesitate to call another branch to obtain information or to resolve a problem. However, our in person communication is limited and I believe increasing our time together would increase our respect for one another and generate more ideas to improve the library system. We would also be on the same page about the System's needs and goals so chance encounters with city and county officials would be more productive.
At our last Staff Development Day, we each accessed our website and reviewed assigned sections of our website and its links. Everyone enjoyed this activity. It generated much discussion and we learned how much information needed to be included and which links did not work. We plan a complete redesign of our website within a year, so I would like part of this day to be devoted to suggestions for the new website.
I was hired to direct a library system with staff who had worked together for many years--some more than 25 years. Their commitment to providing quality library services to our community is indisputable. I have fought unsuccessfully to obtain enough funding for pay raises. But I have succeeded twice in persuading the Board of Trustees to provide appreciation bonuses to the staff. They are most grateful, but I would like to find more ways to let them know they are appreciated.
I am grateful for the opportunity to hear ideas other libraries have used and hope to implement some of them.
I want the activities we include to help them get to know one another better and to build trust in one another's skills and abilities. We share an on-line catalog and regularly shuttle books from one branch to another to meet patron requests. I don't think any one on staff would hesitate to call another branch to obtain information or to resolve a problem. However, our in person communication is limited and I believe increasing our time together would increase our respect for one another and generate more ideas to improve the library system. We would also be on the same page about the System's needs and goals so chance encounters with city and county officials would be more productive.
At our last Staff Development Day, we each accessed our website and reviewed assigned sections of our website and its links. Everyone enjoyed this activity. It generated much discussion and we learned how much information needed to be included and which links did not work. We plan a complete redesign of our website within a year, so I would like part of this day to be devoted to suggestions for the new website.
I was hired to direct a library system with staff who had worked together for many years--some more than 25 years. Their commitment to providing quality library services to our community is indisputable. I have fought unsuccessfully to obtain enough funding for pay raises. But I have succeeded twice in persuading the Board of Trustees to provide appreciation bonuses to the staff. They are most grateful, but I would like to find more ways to let them know they are appreciated.
I am grateful for the opportunity to hear ideas other libraries have used and hope to implement some of them.
Tuesday, March 25, 2014
Six Essentials For Teams That Work
I attended the Six Essentials For Teams That Work webinar conducted by The Effectiveness Institute. The point that made the most impact on me was the sixth point-the alignment of authority and accountability. It made clear issues we have with our personnel policies that seriously limit my ability to hold staff accountable.
I previously held the position of Personnel Manager for a corporation. Personnel policies were clear and succinct. When a problem arose, it was addressed one step at a time. Our library's policies are very vague and give no clear direction on what steps should be taken and when. If, after numerous warnings, I were to decide that a team member who frequently acts inappropriately should be terminated, I would have to give the person two weeks notice or two weeks pay. Then, she would have the right to appeal to the Board of Trustees within a certain period of time. Then the Board could take up the issue only after another period of time elapsed. And of course, they could choose to reinstate the employee. So, why bother.
After listing and discussing the six essentials, the presenter stated that the third essential-Commitment to a Clear and Common Purpose- is actually first in importance. The members of Teams That Work act on defined roles and expectations and they all buy in to the common purpose. This is not "groupthink" because there is still room for disagreement. I feel that our team is committed to a clear and common purpose. However, some have a deeper level of commitment than others.
That brings us to what the presenter considered of second most importance-the Alignment of Authority and Accountability. The person in authority has the responsibility to keep team members informed appropriately. We each have the responsibility to go directly to a team member who doesn't do what he should. But this means confrontation. In our microculture, avoidance of problems and problem people is the preferred way of coping. People are unable to be direct. They beat around the bush so much that after a conversation ends, neither of you will be sure what was said or if anything was agreed to. One of you will probably feel better and one of you will be bewildered. Addressing an issue directly, even with an abundance of kindness, will likely lead to tears.
Essential #1, a High Level of Trust, and #2, a High Level of Respect, follow next. We rely on each other. We believe our team are caring people who have integrity and authenticity. Having a high level of respect means that we have a high regard for each others' skills and abilities to accomplish the tasks of the job. However, it is possible to have high regard for someone's technical skills but not trust them. We must continually work to build trust and respect with our team and to restore it when it is broken.
The Fourth Essential is the Willingness and Ability to Manage Conflict. This means we must be willing to ask the difficult questions and address the issues. Please refer to my comment about our microculture of avoidance.
The Fifth Essential addresses the fact that people want to do good work and need for it to be recognized. If their efforts are not recognized and appreciated, they will not continue to put forth the effort. We must focus on results by measuring and recognizing our achievements.
Only six points, but they are indeed essential. And an excellent blueprint for improving our libraries.
I previously held the position of Personnel Manager for a corporation. Personnel policies were clear and succinct. When a problem arose, it was addressed one step at a time. Our library's policies are very vague and give no clear direction on what steps should be taken and when. If, after numerous warnings, I were to decide that a team member who frequently acts inappropriately should be terminated, I would have to give the person two weeks notice or two weeks pay. Then, she would have the right to appeal to the Board of Trustees within a certain period of time. Then the Board could take up the issue only after another period of time elapsed. And of course, they could choose to reinstate the employee. So, why bother.
After listing and discussing the six essentials, the presenter stated that the third essential-Commitment to a Clear and Common Purpose- is actually first in importance. The members of Teams That Work act on defined roles and expectations and they all buy in to the common purpose. This is not "groupthink" because there is still room for disagreement. I feel that our team is committed to a clear and common purpose. However, some have a deeper level of commitment than others.
That brings us to what the presenter considered of second most importance-the Alignment of Authority and Accountability. The person in authority has the responsibility to keep team members informed appropriately. We each have the responsibility to go directly to a team member who doesn't do what he should. But this means confrontation. In our microculture, avoidance of problems and problem people is the preferred way of coping. People are unable to be direct. They beat around the bush so much that after a conversation ends, neither of you will be sure what was said or if anything was agreed to. One of you will probably feel better and one of you will be bewildered. Addressing an issue directly, even with an abundance of kindness, will likely lead to tears.
Essential #1, a High Level of Trust, and #2, a High Level of Respect, follow next. We rely on each other. We believe our team are caring people who have integrity and authenticity. Having a high level of respect means that we have a high regard for each others' skills and abilities to accomplish the tasks of the job. However, it is possible to have high regard for someone's technical skills but not trust them. We must continually work to build trust and respect with our team and to restore it when it is broken.
The Fourth Essential is the Willingness and Ability to Manage Conflict. This means we must be willing to ask the difficult questions and address the issues. Please refer to my comment about our microculture of avoidance.
The Fifth Essential addresses the fact that people want to do good work and need for it to be recognized. If their efforts are not recognized and appreciated, they will not continue to put forth the effort. We must focus on results by measuring and recognizing our achievements.
Only six points, but they are indeed essential. And an excellent blueprint for improving our libraries.
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