Members of the department’s leadership team (director, assistant director, and managers) only succeed when the rest of the staff does. The supervisor’s role is not only to establish goals and objectives and to participate in accomplishing and assessing them, but to support and enable the success of employees as they contribute to our goals and perform unit functions. ACS leadership welcomes the opportunity to support all ACS staff and encourages them to bring staff needs and concerns to leadership’s attention.

Our goal, individually and collectively, should always be positive improvement. In each interaction, consider how your words and actions may or may not contribute to a positive resolution of any issues.

Maintain a professional demeanor with colleagues and patrons in all interactions - in person, by phone, and via email.

Fruitless complaining is unacceptable and toxic to our work environment and our morale, and does not contribute to positive improvement. You are encouraged to take your concerns to your supervisor(s) in a timely manner. However, when doing so, you should also present at least two possible solutions for the concern at the same time.

Problems should be resolved at the lowest possible level. Problems should first be taken to one’s immediate supervisor. If they cannot be addressed there, then one party may advance the concern up the chain, whereby input will be sought from both the supervisor and employee. Alternately, employees reporting issues that affect a number of other employees should have the issue placed on the agenda for the next appropriate staff meeting or ASMT meeting.

Everyone should have access to the calendars of their supervisor(s) and of those they supervise, and should are encouraged to make an appointment via GroupWise, when needed, to ensure the availability of all parties. Walk-in appointments with one’s supervisor are welcome, however, on an immediate need basis.

Requests for additional resources (whether staffing, equipment, supplies, other funding, etc.) should be made in writing to one’s supervisor and should include applicable background information and solid, well thought out justification.

Check your assumptions – about yourself, your colleagues, the situation, the history of an action or attitude, etc. before confronting others. Are the assumptions that guide your words and behavior justified and based on observable facts?

Keep your supervisor informed of the needs, activities, and accomplishments of your units, and of you personally. Ask for clarification of expectations as needed.

All staff are responsible for checking the clipboard upon their arrival at work, for reading their email daily, and for responding to email within a timely manner.

When interacting with colleagues, always show respect and courtesy. Give others the benefit of the doubt. Don’t hold grudges. No shaming, blaming, or personal attacks or criticism. If you have a work-related complaint, address the problem and move on. Don’t take it personally and don’t make it personal with others.

Always do your best . Enough said.

Check and recheck your work. Ask a colleague to proof your work when appropriate. It is understandable to make mistakes, but all staff should also take measures to prevent them, admit to them, learn from them, and correct them.

Gather all relevant input before making decisions or taking action. Consider the impact of your actions and decisions on others. Don’t assume – even if you think you know something or have all the necessary data, verify your information and perspective before presenting them to another person as fact. Information is our business. We all manage it in one way or another, so it must be clear, correct, and understandable, and we need to be accountable for it. Likewise, share what you know. Our effectiveness increases as a unit if we share information and resources with each other.

Every person is accountable for his or her work, words, actions, etc. Enjoying your job is not only permitted, but encouraged, within the bounds of accountability for your work and your behavior.

Essential personal characteristics for all include professionalism, honesty, and integrity. Protect your credibility at all costs.

The 21 st century library is a place of regular change and evolution. Change happens – and is often for the best, although we may not feel that way while it is being planned or implemented. While even positive change frequently causes fear and anxiety, once thoroughly analyzed and decided upon, change should be embraced and exploited for its benefit.

All employees should be respected, both by their supervisors and colleagues, for the unique and valuable contributions they offer to the library and our department.

Additionally, the UCSD Principles of Community should consistently guide our behavior.

Prepared by Kymberly Goodson (December 2005); reviewed by ASMT (May 2006); introduced to staff at ACS All-Staff Meeting (June 2006)