The Dark Side of Being Boss Heather Scalf

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 Brief bio ◦ 6 years in retail distribution with Target ◦ Floor supervisor ◦ Brown field experience ◦ Opened new facility

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

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. All this to say…

Remember when

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/

What are the ABCs?

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

Common example

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

Behavior

Consequences Positive ◦ Might not be what you think

Consequences Positive ◦ Might not be what you think Negative ◦ Aka Punishment

ABC grid Antecedent (Before) Behavior Consequence (After) Who was there, what was happening, what was the environment? What did the person do? What happened? What did I do? What did others do?

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

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

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

We rewarded productivity What do you think happened? 160 60 140 50 120 40 100 80 30 Productivity LOS 60 20 40 10 20 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

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.

Watch out!

In the library Much more complex

In the library Much more complex ◦ Customer service is key in our environment

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

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”

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

Courageous conversations

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

Courageous conversations What?

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

Courageous conversations What? With whom?

Courageous conversations What? With whom? How? ◦ Four steps

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

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

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

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

Courageous conversations What? With whom? How? When?

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/