The basic assumption underlying staff development programs is that adults have the capacity to grow and change.

The director who models professionalism in handling staff meetings and staff supervision enhances the personal and professional development of the center staff.

In a staff meeting, one way the director can prevent the meeting from turning into a "gripe session" is to channel complaints into a discussion of improvement strategies.

In spite of the director's efforts to listen and discuss concerns, it may be time to assess staff morale through the use of a climate survey.

It is unproductive to spend staff meeting time discussing a specific child who is in one of the self-contained classrooms at the center.

Although the director is responsible for planning staff meetings, staff should be invited to suggest agenda items.

Confusion and misunderstandings about staff meeting agenda items are minimized when the director clarifies which staff meeting items are for discussion only and which ones call for discussion and decision by those present at the meeting.

Managing the time and pace of a staff meeting is one way a director can demonstrate good time management for the staff.

Assessment of training needs is an ongoing process, and as staff members develop and refine their practice, the director's task is to present more challenging training opportunities.

Some staff training sessions can be held during nap time or incorporated into a staff meeting, but a weekend staff retreat is a better way to conduct in-depth staff training in a large block of time.