Supervisory Training Institute
SPRING 2008
UIUC LIBRARY
Proposal
 Goal: To provide 10-12 faculty and academic
supervisors with management training focused on
supervisory and change management skills.
 Length of training: 3 months starting in February
2007
 Frequency of training: 2 day retreat, 2 one-hour
sessions with Cindy Kelly, monthly lunch with Paula
Kaufman, 4-3 hour training sessions.
Participants
 Faculty and academic professionals currently
supervising staff are eligible for the training. The
number of participants was limited to 12.
Participants applied to participate.

Spring 2008 participants:
Pat Allen
 Mary Burkee
 Paula Carns
 Karen Lisa Hinchliffe
 Karen Hogenboom
 Shuyong Jiang

Qiang Jin
 Kathleen Kern
 Marek Sroka
 David Ward
 Cherie Weible
 Beth Woodard

Retreat—Day 1
 Speakers:
 Elyne Cole
 Paula Kaufman
 Scott Walter
 LSSC’s Morale Survey, Tony Hynes
 Survey of Supervisory Strengths and Weaknesses, Beth
Woodard
 Workshop on the DiSC inventory, Cindy Kelly
Supervisory Skills Inventory
 Areas for Improvement Identified by Participants:
 Communication with management
 Actively solving problems
 Scheduling performance reviews
 Diagnosing performance problems
 Creating action plans to deal with performance problems
 Managing conflict between employees
 Knowing when to refer troubled employees to outside
resources
 Managing own time for learning and development
Retreat—Day 2
 You Have Leadership Impact, with Laura Cornille-
Cannady



Cognitive and communication style identification
Enhancing communication with others using their style
preferences
Goals-Roles-Rules
Individual sessions
 #1 -- Coping With Workplace Change
 Three transition steps
 Strategies to move through steps
 Communication tactics during change
 # 2 -- Creating a Positive Work Environment
 Establishing behavioral expectations
 Leader as environment creator
 Recognition strategies
Individual Sessions (continued)
 # 3 --Getting the Best from Others
 Providing high value feedback
 Supporting PPP process of feedback as dialogue
 Crucial conversations
 # 4 -- The Three Cs: Conflict Resolution, Consensus,
& Consultative Decision Making and Collaboration


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(in direct response to needs identified by that specific group)
Conflict resolution fundamentals
Consensus, Consultation and Collaboration
Testimonials
 The STI was a wonderful and enriching experience. It not only helped
me to better understand my role in the Library (both as one who
supervises and is supervised), but also gave me the tools, skills and
vocabulary to transform myself into a much better and more
productive member of the library community, especially in terms of
my relationships with others. I particularly appreciated having a
cohort with whom to share experiences, toss around ideas and learn
from. Everyone in the library would greatly benefit from a similar
institute. (Paula Carns)
 The Staff Training Institute gave me tools to address personnel
situations, language to use when meeting and working with staff, and
a realization that many of my other colleagues experience similar
situations. The trainer was particularly skilled and well versed in
management and personnel situations and I felt that it was time well
spent. I was able to use something from each session to improve
communication with my staff. (Cherie’ Weible)
Testimonials (continued)
 This series of workshops was extremely helpful for understanding
how to develop productive working relationships with staff I
supervise, and how to build a team working atmosphere. The
information on work styles was particularly beneficial for
understanding how different individuals approach work, learn job
skills, and how their preferences differ from other people's work
styles. I've used this in a lot of different ways, including providing
training on the same topic in different ways for different people,
establishing goals and job assignments, and providing feedback on
job performance.
Overall, I would say that the information from the workshops
helped me understand better how to interpret the work behaviors
and responses from individual staff members, how to explain things
in different ways to make sure their is a common understanding,
and it gave me a lot of tools for dealing with both positive and
negative work issues so that I can be a better supervisor for my staff
and create a more productive work environment. (David Ward)
Testimonials (contintued)
 The Supervisory Training Institute exceeded not only my basic
expectations but even my hopes. Practical strategies, hints and tips
were abundant. Each session there was at least one idea, if not dozens
of ideas, that I could put into practice immediately. The "cohort" model
was particularly beneficial as we built up a high level of trust among
members of the group as well as a common language and framework
for considering issues. Since that time, we have been able to serve as
resources for each other. (Lisa Hinchliffe)
 The Supervisory Training Institute provided a wonderful opportunity to
learn practical information and each session presented a new
opportunity to interact with peers that would not have been available
during normal work circumstances. The cohort allowed valuable
discussion to take place in a safe environment and allowed us to build
working relationships that will continue to be beneficial. The extensive
documentation was extremely helpful during the sessions and has also
been useful upon later reflection, as I have been able to review and
reinforce information gained, and share information with staff. (Mary
Burkee)
Testimonials (continued)
 The principles discussed in the Supervisory Institute were in some
respects very specific, but were also general enough to be applicable in
a wide variety of situations. The instructor was not fitting people or
issues into little boxes with specific solutions for each box, but teaching
us to think and act productively about the issues we face as supervisors,
the people we supervise, and our own styles as supervisors. Although
my situation as a supervisor is unusual, the content of the Supervisory
Institute was framed in a way that made it useful as I encountered very
specific issues. I also appreciate my fellow supervisors who attended
the training. We developed a level of trust with each other and with
Laura that I hope will continue as we continue to meet occasionally.
(Karen Hogenboom)
Next Steps
 Budget request for spring 2009
 Retreat:
Wednesday, February 18
 Thursday, February 19


Sessions:
Tuesday, March 31, morning
 Thursday, April 23, afternoon
 Tuesday, May 5, morning
 Thursday, May 28, afternoon

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Lunches (to be scheduled with UL and AULs)
 Request lunch this fall for spring 2008 participants