By Joan Giesecke
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Extra info for Practical Strategies for Library Managers
MANAGERS AS CATALYSTS The final role for department heads is that of the catalyst. 7 Instead, you are the catalyst that can speed up the interaction between employee talent and the needs of the company. You help employees meet goals and plan their careers. Still, success requires a lot of effort by the employee. While you can guide employees toward success, they will succeed mainly because of their own efforts. 8 First, focus on outcomes and then let employees find the best way to meet those outcomes.
Another aspect of coordination is to recognize that people and technical issues are intertwined, as are technical and business issues. Technology cannot be separated from what we do and how we do it. The solution to a technical problem needs to take into account the impact the solution has on the people who are using the technology and have to implement it. Coordination issues need to be addressed as technical solutions are being proposed. People issues also cannot be separated from the work. In today’s world, staff members must be able to work well together.
Assignments that are not useful to the organization and do not result in work that is needed by the organization become useless busy work. 5. Mentoring. ”5 Mentoring and Managing Professionals 51 A mentor serves as teacher, coach, and role model. Why should you be a mentor? A mentor gains psychic rewards as well as tangible benefits from working with younger colleagues. A protégé can help with a project or assignment, freeing the mentor for other projects. A mentor also gains satisfaction from sharing knowledge and skills and helping another professional grow and develop.
Practical Strategies for Library Managers by Joan Giesecke