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Managing Former Co-workers & Older Staff

Managing Former Co-workers & Older Staff. Developing New Relationships with Peers November 5, 2009 MLA – LMD Presentation. Two Challenging Issues for New Managers. Managing older, more experienced employees Managing former colleagues and friends. Areas to be Covered. Positive aspects

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Managing Former Co-workers & Older Staff

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  1. Managing Former Co-workers & Older Staff Developing New Relationships with Peers November 5, 2009 MLA – LMD Presentation

  2. Two Challenging Issues for New Managers • Managing older, more experienced employees • Managing former colleagues and friends.

  3. Areas to be Covered • Positive aspects • Challenges • Pitfalls to avoid • How to find support systems

  4. Examples of my real life experiences • Suggested ideas for making the best of a challenging situation • Resources for Assistance

  5. Advantages of Older Subordinates • Institutional knowledge • Maturity • Comprehensive skills and knowledge • Experienced • Reliable

  6. Learning from someone who has a history with the organization • Developing a relationship with someone who is reliable and mature

  7. Challenges of Older Subordinates • May resent reporting to someone younger • May feel that you are not as experienced and don’t have the same knowledge or skills • May feel cast aside because they believe that they should be in the position • May secretly want you to fail because they feel jealous of your success

  8. May be reluctant to make changes • May be slow to embrace technology • May be resistant to new ways of looking at work • Generational differences

  9. May try to sabotage your successes • May actively contradict any new ideas that you implement

  10. Barriers to working with older staff • Poor communication • Feelings of intimidation • Allowing your personal feelings to interfere • Insecurity about your skills • Not dealing directly with potential conflict

  11. Two Older Librarians at an Orioles Ball Game

  12. How to Make the Most of These Relationships • Recognize and accept that it will probably be challenging at first • Accept the discomfort and move on • Develop clear cut expectations with all staff • Take time to reassess your situation frequently • Don’t be afraid to change your mind and admit that you may have made a mistake

  13. Develop your listening skills • Show respect for that person’s skill and knowledge • Learn the strengths of each employee and make certain to give them an opportunity to use them for the benefit of the organization. • Take opportunities to ask their thoughts on specific issues

  14. Friendships at Work • Provide companionship on the job • Make work more enjoyable • Gives us someone to bounce ideas off of • When individuals are peers they are generally uncomplicated

  15. Managing Former Friends • Can be extremely complicated • Can destroy a friendship • Can create tension and unhappiness on the part of both individuals • Can cause one to question the desire to be promoted

  16. One or both friends apply for a position – competition is inserted into the relationship • If one person is promoted, the other friend may feel resentful and angry • All of the behaviors that are so common in children in the playground or with siblings appear

  17. Feelings that are Created • Jealousy • Anger • Resentment • Competition

  18. Barriers to Having Former Friends as Subordinates • Perception of favoritism by others • Expectation of special treatment • Friendship complicates hard decisions • Conversation limitations that are work related • Inability to socialize at work

  19. How to Make the Most of These Relationships • Talk to your friend(s) and be direct about your new responsibilities and your expectations • Set defined boundaries for this new relationship • Make certain that your friend(s) understands your position and that you intend to do your best in your new job. • Meet with all staff to discuss your expectations, either individually or as a group • Limit your socializing with your friend until after work hours • Limit your discussions to personal issues outside of work

  20. Communicate with staff on an ongoing basis about issues of concern • Be aware of the perception of favoritism and try to avoid it • Seek out other managers for support to discuss issues of concern • Hone your listening skills

  21. Resources • Maryland Library Association, Library Management Division • American Library Association, Library Administration and Management Division • American Management Association • (free website and white papers)

  22. Maryland’s Essential Resource for Library Information Networks –  MERLIN --  is now being presented to you via Joomla, an open source content management system that is simpler to use. Go tohttp://www.merlincommunity.org to register and participate.  (Even if you had an old Merlin login, you’ll still need to register for this new site). Participate and contribute: Use the calendars to learn about training and other statewide events. Launch online training. Engage in discussions and share resources on various library-related topics. Create and contribute to blogs and wikis for statewide committees and projects.  Network with kindred library folk statewide.  Check out the Monthly Highlights and subscribe to the RSS feed.  Subscribe to Tribe’s Tech Twibe and share the latest technology. Highlights will also be announced via Twitter at merlincommunity.   For more information, please contact Nini Beegan, nbeegan@carr.org

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