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The Dark Side of Being Boss

The Dark Side of Being Boss. Heather Scalf Director of Quantitative Assessment UT Arlington Libraries scalf@uta.edu. About me. Brief bio BA Biology in 1984. About me. Brief bio 7 years as an Army officer HAWK missile Tactical Control Officer and Battalion Control Officer . About me.

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The Dark Side of Being Boss

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  1. The Dark Side of Being Boss Heather Scalf Director of Quantitative Assessment UT Arlington Libraries scalf@uta.edu

  2. About me • Brief bio • BA Biology in 1984

  3. About me • Brief bio • 7 years as an Army officer • HAWK missile Tactical Control Officer and Battalion Control Officer

  4. About me • Brief bio • 6 years in retail distribution with Target • Floor supervisor • Brown field experience • Opened new facility

  5. About me • Brief bio • Began working in libraries in 1999 • Began as Circulation Manager/student supervisor • Mary Baldwin College • USMA • Completed MLS in 2005 • UT Arlington

  6. All this to say… • In the many career iterations that I have had, the common denominator has been that I have supervised, led and managed people in many different roles and a variety of environments.

  7. Remember when

  8. The model Holland, Johnny. (2011, January 24). The A-B-C of Behaviour. Retrieved from http://johnnyholland.org/2011/01/the-a-b-c-of-behaviour/

  9. What are the ABCs?

  10. Common example Bennett, Michael J (2013, April 30). Roasted chicken dinner plate. Retrieved from http://commons.wikimedia.org/wiki/File:Roasted_Chicken_Dinner_Plate,_Broccoli,_Stuffing,_Potatoes,_Demi_Glace.jpg Väsk. (2005, September). Ice cream cone photographed in Sweden. Retrieved from http://commons.wikimedia.org/wiki/File:Glasstrut,_Tip_Top.jpg#filehistory

  11. Common example

  12. Common example Spring, Steve. (2005, November 28). Individually wrapped slices of American cheese. Retrieved from http://en.wikipedia.org/wiki/File:Wrapped_American_cheese_slices.jpg

  13. Behavior

  14. Consequences • Positive • Might not be what you think

  15. Consequences • Positive • Might not be what you think • Negative • Aka Punishment

  16. ABC grid

  17. A cautionary tale • Retail distribution experience • We had a two shift, seven day a week operation. Trailers have 3 days to be unloaded from the time the trailer is dropped on the lot. • Antecedent—LOS standard, m-a-n-y trailers on the lot • Planned behavior—increase cartons per hour productivity, get more trailers unloaded before their LOS date • Consequence--We used a reward system that gave teams an extra 15 minute break for exceeding 110% productivity on a per shift basis

  18. Trailer 1 Retrieved from http://www.m-o.com/freightworks.html

  19. Trailer 2 Bartholdi, III, John J. (2003, September 27). Warehouse and Distribution Science. Retrieved from http://www2.isye.gatech.edu/~jjb/wh/sites/cf/cf.html

  20. We rewarded productivity • What do you think happened?

  21. Focus • Remember that the whole process is about changing behaviors, not the people themselves. • An attitude is not a behavior. An attitude can be demonstrated by behaviors, but the focus is on the behavior.

  22. Watch out!

  23. In the library • Much more complex

  24. In the library • Much more complex • Customer service is key in our environment

  25. In the library • Much more complex • Customer service is key in our environment • The process works the same, but you may have simultaneous behaviors going on at the same time

  26. In the library • Much more complex • Customer service is key in our environment • The process works the same, but you may have simultaneous behaviors going on at the same time • “Service with a smile”

  27. In the library • Much more complex • Customer service is key in our environment • The process works the same, but you may have simultaneous behaviors going on at the same time • “Service with a smile” • But also with an answer

  28. Courageous conversations

  29. Courageous conversations The Cowardly Lion as illustrated by William Wallace Denslow (1900)

  30. Courageous conversations • What?

  31. Courageous conversations • What? • A courageous conversation is any conversation with another person that may be difficult to have.

  32. Courageous conversations • What? • With whom?

  33. Courageous conversations • What? • With whom? • How? • Four steps

  34. Courageous conversations • First, ensure that both parties are operating from a shared perspective.

  35. Courageous conversations • First, ensure that both parties are operating from a shared perspective. • Seek context

  36. Courageous conversations • First, ensure that both parties are operating from a shared perspective. • Seek context • Focus

  37. Courageous conversations • First, ensure that both parties are operating from a shared perspective. • Seek context • Focus • Plan for future

  38. Courageous conversations • What? • With whom? • How? • When?

  39. Best response Kaylee. (2012, July 31). Sealing the Deal – Get the Volunteer. Retrieved from http://www.volunteerlocal.com/blog/tag/strike-while-the-iron-is-hot/

  40. Most Common response

  41. All too often response Lucy and Ethel on the candy assembly line at See’s Candies. Photo credit: CBS Television.

  42. Coaching Process Coach and modify (Conversation) Examine environment (antecedents) Identify behaviors Measure results Apply consequences

  43. Questions??

  44. Heather Scalfscalf@uta.edu

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