Kathryn Johns-Masten Electronic Resources/Serials Librarian SUNY Oswego SUNYLA 2010

In the Beginning There was a staff…

Expectations Set goals that everyone must meet Do as you want others to do Set the standard--make it clear Ask what staff expect of you

Set the Agenda Clear goals Teamwork All in this together -- working for common goal

Communication Make policies and procedures clear Regular Meetings , blog, webpage….. Talk with staff regularly Responsibility

Participation Regular Meetings Review of procedures/policies Comfort level Foster “Safe Idea Zone”

Planning Be willing to change the plan Ask for input Be flexible when possible Group planning not always possible or necessary

Learning & Supervision Styles Learn how staff prefer to work and take direction What kind of supervisor are you – hands on, hands off or somewhere in the middle Adjust your style

Motivation Leadership is the art of getting someone else to do something you want done because he wants to do it. –Dwight D. Eisenhower Different levels of motivation High performers vs. low performers Recognize unique talents Foster leadership and initiative in others

Feedback Let people know – corrective feedback Timely, honest and willing to listen Appropriate and based on issue/problem Talk about behavior not emotions Challenging employees Staff can’t improve if they falsely think they are performing at peak

Change The one thing we can count on….. When a supervisor retires Hiring new employees Find a better way… Leaders push others to do better, to learn new things, to do things they might not like or are uncertain about. (from Leading with Kindness)

Best Practices Listening and patience Empathy and kindness Conscious leader Admit mistakes Not possible to change others Promote/facilitate growth and learning Keep perspective

Conclusions It does pay to be kind A leader must “keep it real” Firefighter Syndrome Set clear boundaries for staff & yourself You can’t save everybody Learn from others Focus on real problems