And I also wanted to thank the Learning Roundtable for collaborating on this session.
If you're not familiar with the Learning Roundtable, it's an excellent group of folks committed to library staff learning.
I'll put a link here to their site.
I'm going to shift us on over to your presentation slides and pass the ball over to my wonderful colleague Betha Gutsche who is here to help moderate and present today's session.
Welcome, Betha.
>> Betha::  Thank you so much Jennifer and thank you to the nod to star wars day.
May the 4th be with all of us.
I'm happy to be moderating the session.
I'm joined by guest presenters from the Indianapolis public library.
We have Kim Brown-Harden, a regional branch manager, Cheryl Wright, learning development manager and the recent past chair of the learning roundtable.
And Katherine Lerg in human resources.
We are here today to talk to you about training new supervisors for success without starting from scratch.
I'm going to begin talk briefly.
Giving background about the supervisor success modules which the Indianapolis public library team used to build their own program and then I'm going to turn it over to them to really talk about why and how and the outcomes.
How it all went for them.
Starting with what are the supervisor success modules?
This came out of the supervisor success committee which is within the learning roundtable.
Our committee, this was chaired by Katherine aid he willberg from the Texas state library.
I'm a member of that committee.
We have and have had this goal to provide training that would really equip supervisors with the core skills that they need to really do their jobs effectively and to build that kind of effective workplace environment.
So we started by surveying the learning roundtable membership to find out what they perceive to be the most important high priority training needs for supervisors, new or even current supervisors who maybe have never had adequate training.
So we took the results of that survey and we distilled it into three key topics and then we solicited volunteers to form subcommittees who collaborated to create a module around each of those topics.
We got them to a nearly final form and then sent them out to reviewers in the wider field before we finalized them.
They're now all freely available on WebJunction and there is a link in the chat that you can go to later and dig into them on your own.
So these are the three modules.
They are not in any prescribed order.
There's quite a bit of overlap and intersection among them.
Each module is presented as self-paced learner guides.
They're suitable for individual or for group learning.
Within each learner guide, you'll find a collection of short videos, some longer webinars, articles, tips, activities, templates and lots of opportunities to take action and pause for reflection.
So I'd like to look at each one of these briefly just to give you an idea of what you might find when you explore these guides.
So starting with encouraging motivation in the workplace.
This topic of motivation, we know it's really central to employee happiness and, therefore, productivity.
But it's also a really complex topic.
So this -- in this module, we really attempted to provide a curated set to really help supervisors get started on this exploring this topic.
So it's first designed to really help them understand the nature of motivation and then to discover their own and their employees' motivational preferences.
It starts with recommending that supervisors take themselves, self-motivation quiz before asking their employees to take it and then debriefing through various activities to really understand what motivates people.
And then it provides ways to apply that learning to build that really important culture of trust that underlies motivation.
And then managing conflict for supervisor success.
This is really -- it's about building skills for supervisors to address the kind of conflict that inevitably arises in any workplace.
It's really important for them to have a basic skill set to be able to address it.
This module is presented in two learner guide parts, the prevention and the cure.
Prevention is about building a positive and supportive workplace to minimize conflict in the first place and it covers collaborating to define group norms and leading with emotional intelligence and then how you weave that all together.
Then the second part, the cure, is in the form of constructive conversational techniques with action items to prepare for and conduct difficult conversations when conflict does arise.
And third -- performance management is kind of the big topic, the big umbrella topic.
It's about building skills for supervisors to guide support and develop each employee in a consistent, ongoing and collaborative process.
This is also presented in two learner guides.
Planning the journey is about understanding first what performance management is and why it matters.
And then setting clear expectations through performance and development goals and collaborating, that's an important key word, collaborating with employees to create individual action plans.
And the learner guide includes examples of sample forms to get you started.
And then the second part, walking the walk.
First, acknowledges that performance management is difficult.
It breaks the section into four components to hopefully make it more approachable and those components are coaching and building or rebuilding trust.
Cultivating accountability in your employees, setting up a system to track and document performance and results, which then is sort of foundational for managing the annual and -- 
process -- there are activities and sample forums and checklists.
Lots of supports to help a new supervisor really get through this journey and navigate the processes successfully.
So I'm not seeing any questions in chat.
I will just note as I did before, there's no prescribed order for the modules.
Within each learner guide, it's up to the individual or the group to decide which pieces of it or most applicable to their situation and which activities work better for them.
There are no prescriptions.
It's exploratory and adaptable and it's pick what you need and go with it.
This leads us very nicely into turning this over to the Indianapolis public library team to talk about how exactly they did that.
How they built on those modules as the basis of training that they have rolled out across their system.
So Kim, I believe you are first up.
>> Kim:  All right.
Good afternoon everybody.
As was stated earlier, my name is Kim Brown-Harden and I am manager here at one of the branches at the Indianapolis public library.
I really, really appreciate this -- not only this webinar, but I also appreciate the resources and things that we're now doing.
I currently have a supervisor that is going to this so I'm really excited to talk to her after her experiences with the things that she comes up with.
So let's go ahead and get started.
That being said.
Again, this is us.
Myself, Cheryl Wright, she's the manager of learning and development here at the Indianapolis public library and Katherine Lerg, she is our human resources director.
So there was a need for us to have training for supervisors and managers.
It's truly for those who are new, especially for those who needed some refresher training.
So our need was, we needed regularly scheduled management training that didn't necessarily rely on an outside source.
We previously used training from an outside vendor.
It was about two days.
I did participate in that training when I first came here.
It was a good training.
But it was somewhat expensive and it was two days out of office, which some people might enjoy having two days out of the office.
But at the time, as a new manager, that was a bit of a hardship to be out for two days and kind of wondering and worrying about where -- how things were going and getting those phone calls.
This training was infrequently available.
Again, as mentioned, it was somewhat cost prohibitive.
It was $700 per attendee.
Depending on your training mode, depending on your library, that might be something to would wipe you completely out.
Again, we needed something that was a little more flexible.
We want something that has self-paced -- this training gives us that.
We wanted to train in a general management skills and we wanted to address overall management skills.
We also wanted something that was more Indy PL specific.
Expectations and our own processes.
Managers and supervisors wanting and needing a refresher.
Put something in the chat -- 
this is also available for staff who may have a desire to become a manager or supervisor so that they can have an overall look of -- overall management principles and things that are specific here to Indy PL.
So far, learning roundtable for those who are just joining us, there is a link to join the learning roundtable.
This is -- this is a bunch of folks from all over the United States who provide trainings, interested in training.
That you join the roundtable and at least kind of find out the --
but the modules of this supervisor success training, again, it fit our needs.
It will self-pace.
Give you about two to three weeks for managers and supervisors to complete.
It's for new managers.
They must take it in order.
If you are a current manager, you can take a specific step to their needs.
For example, if you are really struggling or need more assistance with performance management, you can take performance management -- and you can concentrate on that.
So at this point, I am going to turn this part of the presentation over to Cheryl.
>> Cheryl:  I had to remember to unmute.
Thank you, Kim, for that.
This was really a big step for us.
We were getting to the point where management training was critical, but we had no venue for it.
And Katherine and I had really thought about what it was that we needed and having been a former chair of the learning roundtable and knowing about this supervisory success module, I had often referred people to it as kind of a refresher.
And then realized why am I doing that?
This is something we could use as our in-house management training.
So I'm going to talk a little bit about program design.
Basically, what we did was -- or what I came up with was, we would take the modules and have the attendees complete that self-paced pre-class assignment.
Now, the reason that I started with this is we were developing this at the time that COVID hit.
And we were short staffed, we had a lot of people out, a lot of demands on our time.
I wanted to make sure that this was not going to be cumbersome for any of our future managers or our new managers to really be able to take part in.
So having part of it be self-paced was a huge bonus on our end.
And then what we would do is create a facilitated discussion session where we could kind of talk over the content with them and then discuss some IndyPL specific processes with them.
Then my question was, if we had these modules, how can we really adapt them to our needs.
Knowing the modules, there is a huge amount of stuff in those modules and I didn't necessarily feel that we had to do everything in there.
For example, in the performance management module, there is a part on job descriptions and how to write a job description.
Our staff don't do that.
Our job descriptions are all in place.
So that's not something that we would ask them to do.
I didn't require that.
They can use it.
But I didn't require it.
So basically, what I set myself as a task to do was to go through each module and determine what I thought was most important for our staff to be able to view.
I know Betha talked about this being a very adaptable training and I really appreciate that.
Because I could take the parts that I thought would speak more specifically to Indy PL managers and emphasize that and then make that the required element.
So some of the required elements we did were some of the reading and some of the videos and then some of the take actions.
I did include the reflections, but knowing all of my staff might not have time to gather up staff and have to talk to different people and, you know, get that feedback, because we were only given a two or three-week period, I wanted to make sure that they had enough time to get done what it was that we needed to actually cover.
So that's why I developed a pre-class assignment.
This is something that I would be sending out to everyone.
So I got that part created.
And then what I did was I sent that and worked with Katherine, who is our HR director, and our HR generalist to really look at the content that I was requiring and then developing that discussion session so that we could review all that of self-paced module content and then use current case studies, manager questions and general discussion to really look at the content and make sure that people were understanding the content or had a chance to really kind of talk it through.
And then we would review available resources for our managers and supervisors and go with them over what our specific policies are.
What are processes and forms are and who they could contact if they had questions.
You know, the HR generalist could help them with hiring questions, interviewing, the director could answer questions on any kind of progressive discipline, as could the generalist.
We wanted them to know they had a go-to person in HR.
So we wanted to put that into the discussion outline.
And we got that all done and then it was time to implement.
So part of our implementation was kind of trying to figure out how to launch this.
I know a lot of times we start new things and I've often made this mistake as I started and I sent it to the people who are going to be really doing it and forget to really let anybody else know what we're doing.
So I really had to think through this.
So what I wanted to do was, as you saw, use these WebJunction modules in combination with interactive group discussion, talk about generic management knowledge and our practical application.
So then what I did was I wanted to put the modules in a specific order.
I did this based on the timing of our review cycle.
Our review cycle goes from September to August.
And I kind of worked backwards.
I wanted the performance management module to be available sometime in July.
That gave two months before we started writing reviews.
So then I worked backwards from there.
And that's kind of how I got it.
And then, once the timing of those modules was determined, then I could set the dates for the discussion.
So what I did was, I set up a grid.
I'm really hyper about Excel and keeping everything organized.
That's just how I operate.
I set the first module for January.
The second module for February and the third one in March.
Then they just repeat.
So each of these modules is scheduled to be offered four times a year.
That is incredibly helpful because then that way -- new managers come in at all times of the year.
We want to make sure that they always have an opportunity for training.
So we wanted to make sure that it was readily available.
This kind of gives us a -- kind of a curriculum that people can refer to as they're looking for more training as we move forward.
So basically, now we're on to the rollout.
I wanted to implement it.
So I had to think about how to roll it out.
So what I did was, I developed a -- kind of an information sheet, if you would, that was going to be sent out to all the managers and supervisors.
There is a link to that on the webinar page, I believe.
It just kind of said, okay, this is what we're going to do.
We have developed this in-house management training for staff.
It's going to be available each session four times a year.
And this is why we're doing this.
It is very important that we make sure our managers have the right tools available to them in order to become a good manager.
That's not just you know, here's this form and here's this form.
But then the ideas behind those forms.
What is the purpose of progressive discipline?
What is the purpose of setting goals?
Why do we do that?
Why do we want to learn about motivating our staff?
Why do we want to have discussions on managing conflict and learning about emotional intelligence?
It was really kind of the why behind there.
So we described each of the modules and what they would learn in that.
Then we determined who was going to attend and that was that all new managers and supervisors would be required and registered by myself to attend.
I would set the dates for them and I kind of wanted them to do it in order.
But all other managers, it was an elective.
They could do all three, they could do which ever one -- if they were having troubles talking to the staff at the moment, they could do the managing conflict or go they just needed motivation ideas, they could do that module as well.
One thing that I wanted to do when I sent out this notice to all managers and supervisors was let the managers know what was going to be expected of them.
We often forget that part.
We just send it to the participant.
I wanted the managers to understand that I was going to be asking something of them that, while the students went through these modules on their own, I wanted them at some point to talk to their manager, so the manager could give some really quick related information how that could apply here and also some of the take actions involved working with the staff at the branch.
Especially the motivation one.
Was getting people together and setting up some kind of a cycle of civility.
What are our civility goals?
So I knew that those were going to involve more people than the participant.
I wanted to make sure that the manager understood that we wanted to allow that, we want to support these participants as they're going through the training to make sure that they've got the time to do this and that they have the time off the desk to do the pre-class assignments.
Because there is some time involved in that.
So we told them that all they had to do was email me to register or like I said, for the new managers, I assigned that.
After we got them registered, we wanted to really work with getting that information out.
So we did the registration online or via email to me.
Then what I would do is assign the modules and set the discussion sessions.
One word of caution is we limited the size of these classes to about ten people.
We wanted to create an environment where we had some Reese I discussion.
We didn't want so many people in the session that they could not interact.
And we've gotten feedback from the attendees that say that's really helpful because everybody gets a chance to speak or to ask a question.
We also made a decision to have these discussion sessions via Zoom.
We're coming out of the pandemic now.
We can gather a little bit more.
But what we're finding is, it's still very hard for staff to get out of their building.
We are a large system with 24 branches.
And we wanted to make sure that we were not taking lots of time from these attendees.
In our system, it might take 30 minutes to get from one building to another.
We didn't want to put an hour's worth of time in someone's day just to come to a session.
So doing them online has really helped as we've gone through that.
Then what I did was, I started assigning the work and what I did was, at the first of the month, I would send out a meeting invitation via email.
Number one, this gets this on the person's calendar so they can't miss coming or hopefully not.
So in that meeting invitation for the discussion meeting, I included the pre-class assignment.
Basically, the idea was on the first of the month, I sent this invitation out with the pre-class assignment.
And some directions as to what they were supposed to do.
And then the meeting discussion -- or the discussion meeting was scheduled for the last week of each month.
That allowed them almost three weeks to really get through the class assignment, see what they were doing, reflect on it, talk to their manager.
I also really made sure to copy the manager on this email.
I wanted the manager to see what the attendee was getting and what was expected the work that was -- the work expected of them.
And that they would be talking to the manager as they went through each module.
So the pre-class assignment, like I said, included everything from the module except for some of the reflection exercises or some of the readings.
Some of the readings were a little long or like I said with the performance management, it was more that you could -- you didn't have to write job descriptions.
So, yes, this is -- it's something that was just really easy to adapt to our needs.
One thing as feedback that we have gotten from the people who have gone through the program is the nice thing about getting the link to the entire module is they have it for a reference point now.
They can also go back and do the parts they have not done once they're completing the program and they have more time.
And like I said, we did really require that the class registrant meet at least one time with the manager and keep their manager updated on their progress and have the ability to answer questions.
I really find that this -- these modules, number one, as I said when we first started, I was often referring people to these modules if they wanted to learn on their own.
They're really good stand alones.
They're good for anyone new to management and just wants to learn on their own, whether they are in management already, they just want to learn how to do something, you know, in management.
The managing conflict one is really good just for anyone who has to work with other people and wants to know kind of how to resolve those conflicts that we have on a regular basis.
I do see some questions in the chat here.
I'm happy to answer them.
Yes, I think this is a good program if you're the only manager.
It is something that you can easily work through.
You could talk to -- if you have some friends in other libraries, you can talk to them and really get an idea for how they feel about something.
I think it's good to have an ability to talk to other people, other managers because what I'm finding is that our managers are going through it, they're asking questions of each other, like, you know, I've had this situation.
What do you do?
You know, I think that it's always good to have people to bounce things off of.
If you don't have that, find somebody.
The learning roundtable would be a great place for you to find people to talk to as a manager.
So yeah, I think it's a great tool for learning on your own.
The video -- the supervisor committee did an excellent job putting content together.
I will say that.
It is some of the best content around.
Lots of really quick training tools, a lot of good Ted talks about management and performance and managing conflict.
I think everyone is going to find something in there that is really going to be helpful.
So I would encourage anybody to go into those three modules.
Like I said, you can do them on your own at any time.
And take them and glean out of it the parts that you want.
For the amount of time per month that it took for the participants, I think probably -- I think it took maybe six, seven, eight hours.
It depended on how deeply they went.
I had some who did what was required.
I had some who delved a little deeper into the modules and what was offered.
The nice thing, too, is there are some references to reading that are full books on management.
So like I said, it's just a very well-rounded program.
So now, what I'm going to do is turn it over to Katherine and she will talk about the evaluation and how things went.
>> Katherine:  Okay.
Hello everyone.
Appreciate your taking time out of your day to join us.
After the modules were completed by participants, we had originally talked about how are we going to bring everybody together and share what they've learned, provide an opportunity for learning from each other and also to provide us an opportunity to learn from the participants.
So we created these discussion meetings as Cheryl talked about earlier and scheduled those.
So we would meet with folks via Zoom and talk about the module itself and all of the pre-work an the activities.
And so that gave all the participants an opportunity to dive into it and we went through and pretty detail each of the activities and the learnings that were a part of the pre-work to find out what was good about it, what wasn't so good about it.
We wanted our discussion meetings to be these free-flowing, casual discussions.
We didn't want to sit there as leaders and do all the talking.
We wanted to do more listening.
So the content of these meetings were not only about us learning from the attendees and them learning from each other, but it was talking about their current situations.
How did this training help them address some of those current situations?
And whether it was trying to motivate an employee, whether it was managing their performance in all of the different aspects that fall under performance management.
And so they would listen and then another attendee would likely jump in and say, oh, I had a same or similar situation and here's how I handled it.
And how they utilized what they learned from these modules to help address those situations.
So, again, we looked at the attendee feedback from our questions going through each of these activities.
Because our goal is to consistently make this training better as we go along.
This is not a one and done deal.
We want it to be an evolving situation.
So part of our review was asking people, okay, tell us the good things, tell us the bad things, tell us what we can do differently.
And number one, they loved having a facilitator leading the discussions.
In fact, they really appreciated having more than one facilitator.
They liked the perspective that came from multiple facilitators.
That, so far, has been Cheryl and I.
In the future, we may bring in other facilitators.
We haven't made that decision yet.
But to get different perspectives, they really appreciated that.
They also appreciated, as Cheryl mentioned before, having the time to do the self-pace at their own -- that met their own scheduling needs.
That was a very well-liked aspect of this.
Some of the challenges that we need to look at and address are, you know, the time demands.
Three weeks sounds like a lot of time to go through and do all these activities and the pre-work for the class.
But you know as well as any of us that time well-planned can blow up in a minute.
So that can be a challenge for folks.
But if someone is signed up for a class or been participating and -- participating and something happens out of the ordinary, there's no rule that once they've signed up for the class, they've got to finish it.
They can always come back at another time if that's a need.
One of the suggestions that they offered to us is that they want a chat function on the platform.
They'd like to be able to chat with each other as the presentation is going on or to ask questions during this training.
So we are looking into that.
Again, the feedback on the self-paced training program was that they were very happy with that.
They just had expressed that there are challenges in any activity with time nowadays and as we're coming out of COVID and doing a lot of things differently than we used to.
We sent out after each module, we sent out a staff evaluation.
Because again, our goal is to make this as meaningful for our managers and supervisors as possible.
So far, we've had about 35 attendees go through this first quarter of modules.
We have about 100 total supervisors and people in management positions at the library.
We do have a ways to kb.
We're about a third of the way through.
You can see the positive responses for the videos was pretty overwhelming.
In general, they were very happy with the content that had originally been put together.
They were very happy with the interactive discussion and that we also very specifically addressed things according to the IndyPL way, if you would.
Our process, the way we did things and where they can find resources for the questions that they may have.
Some of the comments that came back from our attendees was that they wanted actually more time or opportunity to interact with each other and so we're looking at maybe that could be a follow-up discussion or meeting for attendees to discuss certain aspects of the training.
Then they wanted some modeling of the take action sexes that are more specific to our circumstances or our procedures.
They thought that would be a little bit better rather than trying to think is through and make that application in a more generalized manner to specifically talk about how the take actions could be reflections of actual circumstances that have happened here at the library.
Obviously, confidentiality being kept in mind.
Some things they said that they don't want to change were to continue the discussion meetings.
They thought that the WebJunction trainings were an excellent foundation and Cheryl talked to that earlier.
And then they, again, enjoyed having two moderators to offer different perspectives.
Certainly, in our case, Cheryl has now always been in learning development.
Cheryl has been in public services and in management for many years.
So she brings that aspect and that knowledge and support to program attendees.
That's been really good.
From my perspective, have been been in HR for a very long time, I can offer -- because when you talk about performance management, there's legal aspects to that.
And so, from an HR prers peck tiff, we can -- perspective, we can provide that information and also the support to our supervisors and managers.
Some of the additional comments that came through from our participants were that they'd like to have us provide materials, reference materials that they can go back to and look at as far as tools to utilize for implementing change in any of the three modules.
We're actually starting to look at that and what that might be.
Then they would like more opportunity to build relationships with other supervisors and managers.
That's where I just spoke about adding a follow-up discussion meeting.
So one of the things that I'm considering is several years ago, I had offered lunch and learns to managers and supervisors on a variety of different topics.
After returning back to normal, whatever new normal is for COVID, I plan on reason instituting lunch and learns.
As part of that, could incorporate some of these follow-up discussions from the management -- for the management training attendees.
So that's on the drawing board.
We looked at how we could improve our training.
And so we wanted to take the comments and discussions that we had amongst ourselves and talking about the communication throughout the training.
So how do we better include that.
Whether it's through chat, during the presentations or discussion and what else we might be able to offer.
That the discussions are more free flowing.
What I mean by that, for the first several discussion groups that we've had, we followed a bit of an outline because we wanted to get their feedback.
We wanted to learn how we could build on this training and make it more robust and more meaningful.
So they're looking for some time within the discussion group that it can be more free-flowing so that it doesn't have to follow a particular order or include certain aspects.
Again, adding specific information as a handout as an attachment, as we send out the invite to the meeting, that we can provide to them so they can visit in the future as a reference.
We want to set up a little formalized outline when an attendee is meeting with their manager.
We want to make sure that they cover certain aspects so that everybody is coming at this from kind of the same place.
That they've had the same types of discussions with their managers.
And that we also tell managers, what is it that we're expecting from them during these conversations with an attendee to make it more meaningful and, again, to establish that consistency or standardization so that our attendees are coming to it from the same place.
Then encourage more discussion and sharing of past and current attendee experiences.
It's really nice when we have a blend of not only newer or new managers with older or more experienced managers.
In one situation that was helpful.
They brought up a situation and could relate to some of the concerns of a new manager.
That was helpful.
Again, we'll add this as a requirement for any type of supervisory development.
We're talking about expanding the modules into a deeper dive.
What I mean by that is to set up separate trainings for retruTVment, interviewing -- 
recruitment, interviewing, selection.
We have something specific for managers which we're rolling out this month, actually, as we have a union here in the public library.
I'll be training managers on our collective bargaining agreement because a lot of times they run into questions about what they -- what doos it does it mean, how does -- how do they balance that with our policies?
We're doing that role.
Look at how do you write a performance appraisal?
How do you write progressive discipline and what does that mean?
And what are the different aspects about that?
So we're looking at different types of trainings to be developed and more formalized and to offer throughout the year.
Other than that, we have found that this has been very well-received.
I'd like to thank the learning roundtable who created this management training.
It's a great foundation.
It has been very well-received here even though we've taken it and tweaked it for us.
So we look forward as each quarter, we dive deeper into this.
I would like to thank you for attending and I'm happy to answer any questions that you may have.
I'll turn it back over to Betha.
>> Thanks to all of you, Kim and Cheryl and Katherine.
First, I want to say how gratifying this is.
>> Betha::  This is on behalf of the joist success committee.
This is a huge intention we had in creating the modules.
We had to create them in a generic fashion but really hoped that they would provide the solid foundation so you don't have to start from scratch and that individual libraries or library systems would build on them.
That's exactly what you've done.
It's just hugely gratifying to hear this.
I should clarify that these modules were created, produced by the learning roundtable committee.
The supervisor success committee.
I am a long serving member on that committee and I'm also a WebJunction person.
I'm sort of the bridge.
But there really have been a collaborative effort between the learning roundtable and the WebJunction.
I want to -- let's see if I can -- oops.
That's the wrong thing.
I was going to pop a link into chat.
Bear with me for a minute.
I was reminded.
We have this facilitator guide and it sounds like a lot of what the dynamic was in having people look at self-paced content and then having facilitators and I think Cheryl and Katherine and Kim serving primarily as facilitators, if you're trying to replicate it in your own library, the facilitator guide really provides a lot of information on how to lead a learning group without being a subject matter expert yourself.
You don't have to be a training development manager or a branch manager.
There is this opportunity to, okay, now you have the link twice.
There is an opportunity to learn some of the strategies and techniques to guide a group.
That -- I know there was a question earlier about what if I'm the only manager.
Two things about that.
The modules are very much designed to be self-paced.
They're really for individual access.
I encourage anybody to just explore them and take what you can from them.
There's also a huge benefit, particularly some of the activities are really designed to be group activities.
There's huge benefit in finding colleagues and since we can do so many things remotely now, they don't have to be colleagues in your same library or your system.
Particularly, if you're in a small and rural library where you may be the only staff person, not the only manager, but the only staff person, if you can maybe find some people on the ARSL list serve who wobbling and interested in forming a learning group around these modules.
Yes.
Great point.
State libraries can also offer connections for managers.
Find your colleagues and your fellow managers and explore.
I want to -- I really am interested that IndyPL did some evaluation of the content of the modules.
From the committee, we didn't build evaluation into each module.
I may follow-up with you, Katherine, and learn more detail.
That's also, again, it's really heartening to hear that the content that was chosen and the formats, particularly the short videos and we did try to keep them short, that those were really well-received.
So somebody is asking about positive examples from after the trainings.
Do you have any -- anything that you can point to that sort of --
it's that applied learning that's not -- it's beyond the discussion of the modules.
But did somebody -- anyone on your staff actually apply the learning and come back and let you know.
>> Betha we can't at the moment.
We've only been doing it since January.
With everything else going on, they've kind of been actively in the learning and then kind of moving on to the next section.
So now that some of them are all three modules, I'm sure we'll start hearing some of that the idea is to get some of the groups back together now that people have gone through all three.
We want to get them all together and say, okay, how is it going?
We don't want this to be a, you went through the training and now we're kicking you out in the world.
We want to make sure we're setting up groups for them to interact with.
We also want to talk with them also and just see how is it going?
Are you able to apply the stuff.
Is there something that you might need more information on.
>> Cheryl:  So we can follow-up with them and hopefully get some of that feedback.
>> Betha::  That's wonderful.
The committee would love to hear that feedback as well.
Because we are -- the committee is ongoing function in the roundtable.
We're considering what topics to develop more modules around.
I would ask anybody here, if you have ideas for your needs around supervisor success training, please pop them into chat and I will harvest them and bring them to the committee.
We already heard from the Indy PL team that they would be interested in a module on hiring, recruiting and hiring.
So I think that has a lot of potential.
Did anybody know the author of crucial conversations?
I know it's a fairly rigorous training.
Somebody here may have taken that training.
So I'm really interested in -- I don't remember which one of you mentioned that you were offering or you think this training would be suitable for some of the modules suitable for penal who aren't yet managers and supervisors.
I hear from the field from time to time that people are really reluctant to take on that level of responsibility.
So I'm curious, did any of your staff who weren't necessarily in the supervisor role, did any of them take it and did you get any feedback from them?
>> Cheryl:  We've not had anybody who is not a manager taking it, but we have those interested.
We have people wanting to move into management.
I think the training might give them a good idea of what's expected as a manager without having to be a manager first.
Kind of that, what am I getting myself into, if I want to do this?
And I think, like I said, these modules are really good.
Even if you just want to deal with other issues, like how to motivate yourself or emotional intelligence or the managing conflict.
It can be applied to other areas other than management, too.
I think they're worthwhile to a lot of people.
We do have a lot of people who want to go into management that are looking for kind of pre-management training that can help them as they start applying.
>> Cheryl, thank you.
That's just a really good point about the modules.
Yeah.
You don't necessarily have to be a supervisor.
There are just -- there's really good information and sort of guidance and strategies about leading.
We're big advocates of you can lead from any position in the library.
Thinking about what leadership is aside from the more structural management role.
And ideas for managing conflict and working with other people, those are more universal.
Not just confined to managers and supervisors.
So, yeah, that's a really good point.
I love Kim, you said you begged Cheryl for training.
I'm aware that many people get thrust into supervisor positions without having training, much less adequate training.
There was a comment earlier from somebody out of library school.
It sounds like you were thrust into a situation with no training.
So hopefully this can be really helpful with that.
I guess I wanted to emphasize and it sounds like this is already in your plan.
I think each module ends with, this is an ongoing process.
This isn't like, okay I'm finished I checked that off the list.
So I'm really encouraged that you set this up to be ongoing conversations and ongoing reflex reflections on the learning. 
>> One thing I want to emphasize.
Several of our attendees have really commented on that they didn't get through everything that they wanted to go back through.
And complete parts of it that they hadn't.
Or several said that it was just so nice to have that content readily available if they ran into a situation and kind of weren't sure how to deal with it, that they could go back and refer to the content.
And read something, watch another Ted talk.
Kind of refresh themselves.
So they were really excited that that content wasn't going away, that it was there for them to refer back to.
>> That's wonderful.
That is one of the beauties of self-paced content.
It serves as a reference that you can go back to it at any point in time.
I'm not seeing anybody giving me ideas for what supervisor success trainings we're going to develop in the future.
So we'll see what we come up with.
>> Excellent.
>> Yeah.
Thanks again to Kim and Cheryl and Katherine.
And to everyone who showed up today.
>> Yes.
Thank you to all of you.
A reminder, as with much of the content that WebJunction collaborates on, all of those modules are there to be customized and adapted just as the Indy public library folks have.
Spend some time looking through it and pick and choose what works for your own learning needs or your staff's learning needs and it sounds like the work in progress of learning more from Indy public library and others who have used the modules.
Circle back around and bring your learning on the modules as well.
Like Betha says, it's always great to get feedback from folks using the resources.
Excellent.
Well, thank you to, again, to all of our presenters and for Betha moderating, for the captioner and for all of you who joined us today.
A reminder that I'll send you an email later on today once the recording is posted.
I'll also send you all a certificate next week for attending.
And we also will send you to a short survey as you leave here.
This will help us collect feedback and Betha, I was thinking that's another place to collect feedback to share with topics for the learning roundtable folks to focus in on.
We'll be sure and share that.
But it also helps us guide our ongoing programming.
Everyone, have a fantastic rest of your week.
We'll see you at our next WebJunction webinar.