SHOW RESPECT:

The inexperienced manager should show some respect and appreciation for the past

achievements of the experienced employees.  Remember that the staff members have

contributed to the successful completion of many tasks before you became the

supervisor. A manager should value the experiences and knowledge of the staff. 

Although a certain amount of authority is inherent in the manager’s job, respect must

be earned.  One of the most effective ways for a manager to gain respect from

subordinates is for the manager to show respect to the subordinates. It is a good idea

for the new manager to remember that the balance of power will change and the

subordinates may be the supervisors someday.   (Wendleton; The young and the old)


TREAT EMPLOYEES LIKE BOSSES:

As the new manager, it is not necessary to make a big deal about being "the boss,"

however it is crucial to demonstrate that, as the boss, a positive difference is being

created. One approach is for the manager to act as if employees are bosses.  For

example, managers should report to the staff frequently about work activities, justify

thought processes to the staff and ask the staff for input on ways the work

environment and performance can be improved. It is the manager’s responsibility

to provide the staff with the equipment, facilities, time, and other resources needed to

increase job productivity and satisfaction. The manager should should strive to work

for the employees, not over the employees. (Sowards; Reh, F.J.)


TREAT BOSSES LIKE EMPLOYEES:

A manager’s primary duty is to assist upper level management.  As a new manager, it

is important to schedule times to meet with the library director to give information and

receive guidance.  Keep the director updated on the progress of the department’s

goals, plans, and problems, to ensure that the director will not be taken by surprise or

embarrassed publicly regarding library issues. Also meet with the director to receive

guidance, training, and information about library-wide developments.  Be courteous,

and honest with the director; discuss what works and what needs improving.(Sowards;

Reh, F.J.)


BUILD BETTER EMPLOYEES:

Managers should help all staff members grow by aiding in the development of

additional skills and increased levels of responsibility regardless of the employee’s

age or experience level.  It is also important to remember that although much of a

manager’s time is consumed by budget, patron, and personnel problems, good

employees should not be taken for granted or unexpected problems will arise.

(Sowards;Maynard;Wendleton)


BUILD BETTER TEAMS:

Employees are what make or break the quest of becoming a good manager; so a great

amount of attention and time should be spent getting to know the employees.  After all,

anything anyone in the department does, or doesn’t do, reflects on the supervisor, and

the manager must be prepared to accept this responsibility.  Teams should be

comprised of people with diverse backgrounds in order to be successful and

productive. When each staff member’s input and ideas are respected, each member

of the team will become a true asset.  If staff is included in the planning stage of

projects, and are able to provide input from the beginning, the project will be better

received, organized and executed.  It is far better to seek advice and volunteers for

projects than to commit someone else’s time to a project because the staff will know

what needs to be done and why.   The manager’s job is to supervise employees, not

outdo or attempt to own the employees.  The manager’s personal abilities should not

limit the department’s accomplishments because the library is staffed with many highly

qualified and experienced workers.  Be grateful for and take advantage of the skills

each staff member possesses (Reh, F.J.; Maynard; Sowards).



ACCEPT DIVERSITY:

It is important for inexperienced managers to understand the difference between

"different" and "wrong".  When staff completes tasks in a way that deviates from the

manager’s preference, it may not necessarily be incorrect.  It is important for new

managers to recognize the diverse social and work experiences of the staff members.

Knowing these personal and professional values will allow the manager to develop

more meaningful management techniques. As library organizations become more

complex, it is important for librarians to know the strengths and weaknesses of

each staff member in order to manage library operations more effectively.  The

manager should find ways to bring together the best contributions that each employee

has to offer.  As the new manager, it is important to realize existing staff members

will have more experience in some areas, and instead of competing with employees,

the manager should strive to enhance the department.   (Reh, F.J.; Maynard;

Cooper and Cooper)


COMMUNICATE EFFECTIVELY:

In today’s technologically advanced work environment, there are a variety of

communication methods available for managers and staff to keep connected including:

meetings, phone calls, electronic mail and memos.  It is important for managers to

realize that other people in the organization are relying on and waiting for responses. 

Managers should read mail, return telephone calls, reply to email messages, and

submit paperwork on time.  It is better to admit not knowing the answer than to

neglect the request all together (Sowards). To avoid making unnecessary mistakes,

new managers should ask for input, listen to advice and concerns from the experienced

employees, and take advantage of the available talents.  As a manager, it is imperative

to listen to staff  members, keep promises, and give credit where credit is due.

(Sowards; Reh, F.J.;Wendleton)


GIVE CREDIT:

It is important for new managers to remember to "praise in public, bash in private."  It

is the manager’s responsibility to inform the entire library about the accomplishments of

the department so the staff may receive recognition and merit.  When accomplishments

are shared throughout the library, all managers are able to learn from the experiences.

(Sowards).


DELEGATE:

One of the most important skills for a new manager to learn is the art of delegation. 

Delegation occurs when the supervisor gives subordinates the responsibility and

authority to complete a task.  Not only does delegation help the manager to become

more productive and focused on essential tasks, but it also allows subordinates to

grow and develop leadership skills.  Experienced staff members need to be

challenged, so the new manager should delegate without fear of losing power or

authority.  When delegating, it is important for the manager to find the right person for

the task, provide thorough instruction, and conduct follow-up.  (Ong; Irvin)
 

LEARN FROM MISTAKES:

As a new supervisor, new skills will have to be learned.  Unfortunately, while one is

learning, mistakes are inevitable.  Managers are human and will make an occasional

mistake or two; the dose of humility helps managers value the employees’ expertise.

(Wenleton; Sowards)


SOLVE PROBLEMS:

One of the most complicated skills for an inexperienced manager to learn is how to

solve problems. When problems arise it is ultimately the manager’s responsibility to

determine and implement the best solution.  Although some problems require

immediate attention, many allow time for light to shed on the situation.  Oftentimes, the

apparent problem is not the real, underlying problem, so it is important to observe,

gather information and reflect before taking problem-solving actions.  Managers must

remember that the experienced staff may be able to provide valuable insight.

(Sowards; Reh,F.J.)


HAVE LEADERSHIP TESTED:

Subordinates will question the authority of the new manager and test the leadership of

the manager’s least confident area.  The staff member will complain about the new

manager in many ways including, the boss being too young, too old, too experienced,

not experienced enough, or any number of other trivial reasons.  New managers

should not dwell on the differences, lower personal standards, or alter performance

expectations.  The manager must remember who the upper level management has

appointed to this leadership position (Graham.)