Library and Information Managers are frequently concerned about managing one or more of the following issues that might be usefully addressed with appropriate staff development:

• Retaining high calibre staff
• Maximising performance
• Providing ongoing opportunities for staff to learn
• Filling gaps in ability to achieve effective job performance
• Maintaining motivation.

Many organisations and individuals are turning to interventions tailored to an individual as they increasingly recognise that standard approaches to staff development – education and training - do not always provide adequate ways of meeting learning needs.

This article provides an overview of some types of one to one consultancy and of key issues needing consideration. All the examples are based on real situations.

Working with individuals can take many forms. The brief case studies described below are chosen to illustrate some applications.

Sometimes people need help to take stock and plan a specific change. A Receptionist needs to think through whether she wants to take on the role of Reception Manager. With the help of a consultant she reviews how she feels about the situation, determines what she wants the outcome to be and draws up a plan to present to her line manager outlining proposed changes. This is accepted and implemented.

The Head of a small strategic unit, who is a senior, experienced and respected manager, works in a complex and constantly changing environment. Little in-house support is available. Yet in such an environment anyone can feel uncertain and confused. With the support of an independent consultant providing a confidential outlet and the opportunity to review progress, plan and engage in problem solving, this person is able to positively keep apace with and plan developments.

The Head of a College Department is energetic and enthusiastic about his job to which he was promoted a couple of years ago. Unfortunately his ideas and ways of managing people have contributed to grievances being taken out against him. The most appropriate intervention to assist him develop management skills is judged by the college to be one to one consultancy. This takes place over several months and very quickly changes in his attitude and behaviour are noticed.

There are people who undertake the task aspect of their job superbly and undermine this excellence by a lack of interpersonal skills. People are helped to understand how their behaviour contributes to the difficulties that arise, identify different ways of tackling situations and develop interpersonal skills.

A Manager feels undermined, confused and uncertain of her future in her workplace and decides that she needs to think through her situation which has become intolerable. In the process of exploring what was going on she uncovers patterns of her behaviour that run through her life. These patterns underpin her contribution to the problems she experiences which include intimidatory and bullying behaviour from her manager. The Manager develops a new understanding of the situation and how it is affecting her and makes significant changes in her life.

Often a manager identifies that there is a problem - "I have had several people complain about the abrupt and rude behaviour of x" - and is looking for a way in which it can be addressed. "We have sent x on several courses but it hasn’t lead to a change of behaviour – he doesn’t seem to understand there is a problem". Unless people see a need to review and change their behaviour it is unlikely that they will learn as a result of going on a course.

Managers play a key role in helping an individual to understand that there is a difficulty. Good feedback is significant in achieving this. Once there is recognition that there is an issue that needs addressing, help may be needed to enable an individual to learn and develop. While managers may have the skills to do this, they may not have the time. Also sometimes the individual prefers to work with an external consultant, for example the staff development manager of the organisation or an independent consultant.

On other occasions it is the individual that identifies the need for help. This occurred in two of the case studies – Supporting individuals and Reframing the problem.

There is no simple answer to this question. The consultant responds to the individual and needs to be able to draw upon a range of resources to assist that person. For example an Administrator who frequently becomes frustrated and abrupt with people is having difficulty understanding that not everyone sees the world in the same way as she does. This is exemplified in the way she makes presentations to colleagues on issues that are vital to the organisation. She talks "at people" at length and wonders why they switch off their interest and attention. She is offered the opportunity to check out her Learning style preferences. This enables her not only to understand that she can usefully rethink how she presents information but perhaps more significantly that we are all different.

It is vital that trust is built between the individual and the consultant no matter who determines that this type of intervention should occur. It is likely that issues central to a persons well being are tackled. The confidence of the individual to be open to the process is helped if a clear contract is agreed. Examples of matters to be negotiated are:

• Confidentiality
• Date, time and length of session(s)
• Whether note taking by the consultant is acceptable
• Clarity about the boundaries between the "contracting" client and the consultant when an organisation is supporting the consultancy
• Whether it is appropriate for the consultant to talk with colleagues of the individual.

.Often the first stage is for the individual to describe what the issues are for them and what they hope will come out of undertaking this work together. Problem solving, coaching, counselling, personal development planning and objective setting all play a part. The amount of time devoted varies. Sometimes one short meeting meets needs, while on other occasions a programme is required.

A key difference between this type of intervention and those involving a group, is the opportunity to tailor approaches and content to the needs of one individual. It becomes a fluid process that depends on the resources, willingness and ability of both individual and consultant and the trust developed between them.

If some of your concerns are those identified at the beginning of this article you may well be taking a fresh look at existing development opportunities. Increasingly it is likely that one to one interventions comprise an important component in initiatives as organisations truly act upon maximising the potential of their greatest asset – their people.

June Whetherly

Published in Library and Information Appointments 9 February 2001.

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