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.