Working with the Library Staff

Although decisions by the Board affect working conditions, salaries and other aspects of typical employer/employee relationships, you as a trustee need to understand and respect the chain of command in which the director reports to the Board and the staff reports to the director.
Under this structure, the Board:

4 has no direct responsibility for day-to-day supervision of staff other than overseeing the director. Board members have no authority to issue orders to staff or make demands of them except through the director.
4 has no direct responsibility for assessing staff performance other than that of the director. The director is expected to give the Board regular reports about staff performance.
4 does not usually act on complaints from the staff. Should a staff member ignore the command structure and take concerns and complaints to a trustee, or the entire Board, it is the trustee(s)' responsibility to remind the individual about the proper procedure.

This command structure is designed to make things work, not to hinder communication. Failure by any trustee to adhere to this structure can result in organizational problems. Not only is the director's authority compromised, so too is the director's job performance. The Board will not be able to hold the director accountable for staff performance if trustees get involved in staff management.

In addition, staff morale will be damaged. Staff will not have a clear understanding of who is in charge and to whom they will be accountable. And once the precedent is set, staff will believe they can go to the Board with every issue, resulting in the director becoming an ineffective figurehead without real authority.

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A Team Effort

Acceptance of the command structure does not mean that a wall is placed between the Board and the library staff. The Board, director and staff need to view themselves as part of the same team, with the same mission - service.

Board members may often work with the library director and staff members on committee work. All are involved in long-range planning and building community awareness and support.

As a trustee, you should show concern for the well-being of the staff. The Board should be concerned about retention of good staff, especially as it relates to budgeting pay and benefits. In addition, the Board should work with the director to recognize and acknowledge good performance and say thanks to staff through specific Board action.

Adapted from The Board Team Handbook: A Complete Guide to Boardsmanship Basics for the Board Team of the 90's, published by the Cain Consulting Group, 1992.

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Table of Contents-Letter-Introduction-Chapters: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, Glossary, Internets Links, Calendar of Events, Freedom to Read Statement, Index