(As it often happens, I decided to stay and listen to just one more paper. I was not planning on staying for this one, but the topic was of interest. Besides, my supervisor says I need to work more on my skill set to become a supervisor, so may as well see what I can learn.)
- Middle managers are the ones between the staff and the library administration. (In my scheme of things, my supervisor would be a middle manager since she is between me, the frontline staff, and the library administrator, the director). Middle managers work with staff, other librarians, and library administration, which means their job is not easy as they try to balance all this.
- People suffer with bad managers (ok, snark here: duh).
- Catch people doing something right.
- Foster open communication. Be collegial. For an employee, having a suggestion implemented can be very motivating (I am guessing the reverse is then true as well. Having your suggestions constantly ignored is not motivating at all).
- State expectations clearly.
- Enable coworkers through roving leadership. Foster ownership and give chances for leadership to the staff. This demands that we enable each other and that there is good delegating.
- Manage your relations with peer managers wisely.
- Know your boss's expectations and preferred communication style.
- The old adage of document everything still applies. And don't procrastinate on doing the performance evaluations.
Update Note (4/18/07): I found the handout that was provided for this session. It was a nice piece as it was done in the form of a newsletter, and it is very informative. A pity there is not an online version as of this writing.