[Editor's Note: This post is good reading for anybody in charge of something, not just for those just out of their graduate programs who are unexpectedly put in charge of something.]
After
finishing library school, I accepted the first job offer I received as an
academic subject liaison. I soon found out, however, that a major part of the
job was not quite clear in the official position description—after a short,
9-month training period as co-manager, I would become the sole manager of an
academic branch library with 8.5 full-time positions and around 20 part-time student
workers. All of the full-time staff were older than I was, and some had been
working at that location for over 20 years. While I would not wish a similar
situation on other recent graduates, I gained valuable experience. Should you
find yourself as an unexpected manager, here are 8 key lessons I learned:
1. Spend time listening. When
learning about your new organization, listen more than talk. Acknowledge staff
members’ feelings, strengths of the current way of doing things, changes
desired by staff, and feedback about your new management.
2. Remember that change takes
time. Ingrained procedures are not always a bad thing, but sometimes it is
important to revisit why a procedure or policy was adopted and assess whether
the conditions that led to its adoption are still the same. Try to frame
discussions in terms such as “let’s think about this another way” or “I’ve
heard it is done differently elsewhere…what do you think?” instead of “now
we’re going to do it my way.” When change is needed, make sure all the
stakeholders are consulted and find ways to honor the past while forging ahead.
3. Learn to translate others’ productivity for supervisees
and supervisors. Because each member of your team has
a different function and area of expertise, communicating work accomplishments to
each other can be difficult. Most people want to do their job well, but conflicts
between staff can arise when one person’s idea of “well” is different from
their coworkers' or your ideas. Because of this, you may need to explain a staff
member’s output to their coworkers. If an employee really is not working up to
par, translate what the employee is doing (or not doing) to your supervisor, and
allow the underperforming staff member to supply their own perspective. You are
not exempt from reporting, so find ways to communicate the work you are doing
to your staff, also. For instance, I both produced and requested monthly
reports. Finally, praise your staff in public and private for what they do
well.
4. Run meetings efficiently. People want to feel that their opinions and concerns are
heard, but they do not want their time wasted. Here are some strategies I used:
- Make an agenda, invite new agenda items well before the meeting, and during the meeting keep to the agenda as much as possible.
- Have someone (besides you) take notes and archive these notes in a shared drive
- Follow up on unfinished items from past meetings.
- Keep announcements brief and make as many as you can via email outside of the meeting.
- Keep the tone light and fun (by making on-topic but not demeaning jokes or acknowledging a situation’s humor), while still keeping the meeting brief.
- Make sure everyone understands what decisions have been made.
- Avoid doing creative things, such as writing or workflow analysis, in a meeting.
- Instead, use the meeting to gather opinions on writing or workflows that have been drafted already outside of the meeting.
- Everyone enjoys an early dismissal or even a cancelled meeting—but do not overuse these options.
5. Make connections with your staff. Keep relationships professional, but also find out what
makes your staff tick. Sometimes you can use staff members’ hobbies or
interests to enhance the library’s offerings or collections. Relying on staff
members’ unique expertise helps them feel needed, too.
6. Keep good notes.
When juggling management of many people doing many different tasks, it is easy
to forget what happened even a few days ago. Keep a paper trail of meetings,
conversations, and decisions. For instance, when you make an assignment orally,
confirm the assignment in an email. You never know when you will need to review
decisions again or remind someone of an assignment.
7. Be smart about delegating. My staff had a lot of experience doing their jobs, and I
tried not to stop them from using that experience. Most of the time, they could
perform their jobs skillfully without my intervention, so I kept out of their
way. If someone had expertise in a certain area, I would assign tasks in that
area to them instead of tackling them myself. However, when the staff looked
for me for leadership, I prioritized learning about and dealing with the
relevant issues.
8. Set boundaries for yourself. In almost any professional library position, there is more work than one person can possibly complete; this can be an even more acute problem for a first-time manager. Instead of working yourself to burnout, stick to a reasonable work schedule with only occasional extended hours. Include a dedicated lunch break in your schedule.
Peter Shirts is a little less stressed than he used to be, now working as the Music Librarian at Emory University. He shares occasional musical thoughts at www.signifyingsoundandfury.com and on Twitter @SignifyingSound.
