To put the following comments into context I’ve just moved into a management role as Deputy Team Leader at the Reader Services Desk at Cambridge University Library. I’ve come to this role from a background in closed departments and moving full time to an open department has been a challenge – but that’s a story for another presentation!

I supervise a team of ten people, both full and part time staff. My main duties include dealing with queries from my team, sorting out any problems with readers and drawing up rotas.

Claire Sewell@ces43

Firstly I wanted to talk about the transition from being managed to being a manager.

I previously worked as a Senior Library Assistant in the English Cataloguing Department at the University Library. Whilst I had no official management responsibilities I did do some management of both people and tasks. Part of my role was to provide help and advice to junior staff which was something I really enjoyed. I also filled in for my manager when she was away, for example if there were problems with other departments. Basically you get to practice the ‘fun’ parts of management without the responsibility.

When you actually become a manager you take on the added responsibility for real which is a big change in culture and to the way you have been working. For starters it’s likely that you’ll be learning how to be a manager whilst trying to learn a new role and maybe even a new workplace. Technically you’re learning two jobs in one which is a lot of pressure so give yourself credit for that.

It can be a little overwhelming but remember that there is support available so take advantage of that:•Your line manager•Professional groups e.g. CILIP•Courses such as ILM which can help to increase your confidence, even if just to confirm you are doing everything right

Confidence in your role will come and remember that there is no set time for this so be kind to yourself.

One thing that I wanted to talk about was questions that you might be asked at interview for a management post. This is not an exhaustive list but just a few that I could remember from my interview:

•What sort of manager are you?/how would you describe your management style?/how would others describe your management style? – I think what they want to see here is that you fit in with the organisational culture so do your research into what the organisation is like. Remember to be honest about yourself though or you might be in trouble!•What makes a good manager? – this is a similar question. What they want you to do here is list desirable qualities of management and crucially, give examples of how you possess these qualities. You can claim to be an approachable person but can you demonstrate that you are?•Tell us about your management skills? – this doesn’t have to be formal experience if you don’t have it. Many skills make up ‘management’ so show that you have these. I’m thinking of skills such as the ability to coach others and set priority.

So you do you develop management skills when you’re not a manager?

•MOOCS – there are business and management specific MOOCS which are useful but remember that you can study related subjects such as finance and developing people.•Reading – reading management books is an easy activity to fit into your schedule such as reading on the commute. The Library Leadership Reading Group meets regularly online to discuss material if you find structured reading more useful.•Volunteering – this can be a valuable way to gain experience. You can develop negotiation, communication, organisation and people skills which are all an important part of management.•Coaching/management – if you pass on information to others, act as a sounding board or help others in this way they you’re practicing your coaching skills. Management involves people so these are important skills to develop. You could also consider CILIP mentoring.•Shadowing/observing – shadowing your manager or someone you admire can be a great way to gain management experience. If that’s not appropriate then you can observe people you think have good management skills to see what they do well. You can also observe bad managers and make a note of what not to do!

Finally I just wanted to highlight the crucial difference between leadership and management which is something I think is often confused.

It’s worth remembering that anyone can be a manager but not everyone can be a leader. My advice if you’re trying to break into management is to keep trying but work on developing your management skills whilst you wait. Remember that people may have to follow a manager but they will want to follow a leader.

Any questions?