Through the course of my LIS650 Leadership and Management in Information Organizations class, I had to construct my own treatise. Here is an abbreviated version of my thoughts in this area.
I. Leadership and Professional Model
Leadership Mission and Values Hire the right people for the right jobs, then lead by positive example. Making the right hire is important to having a smooth-running team that does not need to be micromanaged. It frees up everyone to focus on their own duties. I believe in autonomy in work and allowing people to do their jobs their way, allowing them to take ownership of their work. You cannot lead if you are following or stay hidden in your office. It is very important for leaders to set an example, not just in performance, but in attitude as well. Keeping a cool head and a positive outlook can go a long way toward setting the mood of the entire office.
Fundamental Values Treat everyone with respect, regardless of their position in the company. Giving people respect not only boosts morale, but allows everyone to feel pride in their work. This could be as simple as making sure everyone from all departments are included in meetings when possible. It could also mean encouraging and complementing coworkers in every position on a job well done. It may also be a matter of asking people for input. Whether you need their thoughts or not, feeling as though your opinion matters at work is a great encouragement. And who knows, a different point of view may be just the answer that was needed. My work/performance should always be something I am proud to have my name on. I should do just as well on the everyday mundane tasks as I would with major projects. Showing you care about the quality of your work reflects that you also care about your library. Stay in tune with librarianship as a whole. Always be aware of changing trends, needs, and budgets. Nothing stays the same forever. As our communities change, we must be willing to evolve to meet their needs.
Never micromanage. Micromanaging makes everyone miserable. Allow others the autonomy they need to take ownership of their work and feel successful. Not only will this make them happier in their job, it is a lot less stressful for you. It allows you to focus on your own work and meet your own goals. Offer all employees the same opportunities for professional development. Whether that means revolving who gets to go to conferences each year or bringing in speakers to address faculty and staff together, everyone should have the chance to improve. In academics, staff/paraprofessionals are often overlooked in terms of professional development in favor of faculty striving for tenure. This means non-faculty often feel less significant, which can lead to feeling “stuck” with no way to move forward in a career. This can have a devastating effect on office morale.
Talents and Professional Development Plan
I came into librarianship with over twenty years of experience as a freelance writer and photographer. Because of this experience, I have research, writing, and editing skills, as well as the ability to talk to people on their level to better understand them. Journalism also engrained in
me an extreme affinity for freedom of information. I did not realize it at first, but it is amazing
how much this affinity for freedom and access of information correlates into librarianship.
I have been working in the academic library at Coastal Carolina University for two years and am halfway through the University of North Carolina-Greensboro’s Master of Library and Information Studies program. My view of what libraries are and how they work have certainly changed as I have learned the field. What has not changed is my enjoyment of the job and the direction in which I would like my career to go. I love research and cultural heritage and am looking for a way to merge the two. A career in archives or archival research in an academic research library or cultural heritage institution would be a dream job. My first step is finishing my MLIS while focusing as many study hours on archives and preservation as possible. I have volunteered in the Georgetown County History Museum as a docent and would like more experience there.
There is an expectation of research and publication in academic libraries of which I am keenly aware. So far, I have presented posters at two events. I had a paper accepted for IFLA’s joint meeting of Local History and Genealogy Section and Asia and Oceania Section in Serbia this summer, but was unable to attend due to scheduling with my job. Currently, I am working on a paper with one of our librarians about our efforts to promote research consultations to students. This has been an interesting process and I am learning a lot from it. Following MLIS completion next December, I plan to enroll in the Master of Arts in Liberal Studies program at CCU. I hope to use the guidance and direction of history and museum studies professors in choosing courses that will complement my growth in the field, such as Field Research, Cultural Anthropology, and Critiquing the Museum. CCU also offers undergraduate certificates in Cultural Heritage Studies and Applied Archaeology. Depending on what my advisers think would best prepare me without being redundant, I may need to add one of those as well. Leadership and management will definitely play a role in my future. Regardless of my future position, I will be a leader within the organization. With scholarship and research being such large parts of academic life, I will have the opportunity to lead projects and head up my own research. Also, being on a college campus means plenty of opportunity to supervise student assistants and interns. It is a unique chance to work with employees who are new to the workforce and need to develop skills that will make them marketable and successful after graduation.
II. Vision for an Ideal Library
My ideal library would be that of a library mixed with a cultural heritage center. Libraries are very unique in communities in that they are open and accessible to everyone. Museums, performance theaters, and art galleries often feel less welcoming to certain socioeconomic groups and minorities. There is a stigma about these culturally artistic places that they are only for the wealthy, well educated, or artists. Libraries, however, have always been a place where everyone in the community feels like they have a right to be.
This ideal library would be a very cooperative and collaborative environment, both among employees and between the library and the surrounding community. It would mean a very clear vision of what is to be represented and presented to the community. It would also mean a lot of relationship building. This library would be a place that sparks creativity both in staff and patrons. It would be a place for people of all walks of life to gather and collaborate. It would be a place where everyone has access to art and art lessons, live performances, drama workshops, and music lessons, as well as information and technology. It would be a place that sparks creativity between the novice and expert alike. It would also be a place where creatives in all fields could meet for discourse on a variety subjects.
While this library does not exist in Georgetown, I have put a lot of thought into bringing a smaller, mobile version of it to life. Dubbed the Culture Truck, it was inspired by a pop-up museum program hosted by the University of Cambridge’s Fitzwilliam Museum. It is a mix between a food truck and my ideal library. The Culture Truck would allow librarians to go into the community with artists, actors, historians, and/or lecturers. It would be a traveling cultural heritage library/museum to reach rural areas and hidden populations.
Lighting designer Lee Brooms’ traveling collection truck (Figs. 1-2) shows how a modest space can be elevated to give everyone the experience of a “fancy” museum. Not only would this expand the art and cultural literacy of children and adults, it could help dissipate any feelings of not belonging in more traditional cultural institutions.
Figures 1 (above) and 2 (below). Tondo, Marcus (Photographer). (2016 April 19). Lee Brooms traveling lighting collection as inspiration for the Culture Truck. Retrieved from DesignMilk.com.
In Georgetown, S.C., all museums, the theater, and art galleries are centered in the historic downtown area. The multiple public library branches throughout the county have a lot of miles between them and there is no public transportation system. Most cultural programming takes place at the wealthier, more affluent Waccamaw Neck Branch. Ideally the Culture Truck would visit all areas, giving all community members the opportunity to learn, experience, and grow. It would also allow the unique opportunity for patrons to further their learning potential by checking out library books on the presented subject on site – bookmobile-style.
Management Tools
The Role and Value of Strategic Planning To be successful, an organization and its people have to know where they are at and where we are going. Strategic planning gives leaders the chance to map a clear path to their ultimate vision. It is also the best chance for success. No one would take a cross country road trip without first deciding where they want to go and how they plan to get there. Neither should any organization serious about reaching its goals skip strategic planning. The top two components of this would be having a well-defined vision and creating a SWOT Analysis to determine the strengths, weaknesses, opportunities, and threats. Those two things give you the destination and map to get there.
The Role and Value of a Needs Assessment The Needs Assessment goes hand-in-hand with the Strategic Plan. If the vision does not line up with what patrons need or want, we become irrelevant. Libraries must know the needs and desires of the communities we serve. We cannot fully put together a strategic plan or budget without knowing what our audience is asking for. “The close alignment between organizational and user goals is critical in identifying and implanting the appropriate technology solutions” (Chow, 2011, p. 15). We have to know what services and resources are being expected, then plan and budget accordingly. Being in tune with our community will move us from having patrons to having raving fans (Blanchard, 1993).
The Role of Quality Control and Quality Management Principles All four of these management tools build upon each other to create the best chance for success. If planning and assessment are your maps, then quality controls and principles are your safety net. It is a method within your organization that allows managers and staff to systematically review practices and self-correct when necessary. For example, staff may notice that Technology A is in high demand, but Technology B is rarely used. Recognizing that early will allow the library to adjust what technology is available before patrons lose interest due to lack of availability. Or, perhaps, it is a matter of scheduling more staff during busier hours or creating policies to help handle sticky situations. Listening to the observations of employees throughout the process (not just at year end reviews) makes staff a part of the management process and leaders within the company.
III. Top Five Questions
1. Employee Performance Issues Performance issues are always awkward to approach because there are feelings involved. I tend to over-empathize and shy away from what I perceive may hurt someone’s feelings. When handled correctly, however, no feelings need be hurt. For the most part, people want to do their best and be successful. When there is a performance issue, it is important to find the root cause. It could be a variety of reasons – struggling with understanding the job, issues with co-workers that have not been brought to light, or outside stressors that are leaking into daily performance. In First, Break All the Rules, Buckingham and Coffman pinpoint 12 prime questions that shed light onto how successful a department will be. (p. 28) Using these as guidelines for employees from the start will go a long way toward circumventing performance issues. Ensuring employees are getting the vision, leadership, direction, and feedback they need to succeed, will empower them. 2. Workplace Disagreements I was very shy when I was younger and (little sister not included) always ran from conflict. The truth is, not every disagreement is “conflict” and not every conflict is scary. Many times, people just want to feel heard. Listening can go a long way toward resolving a situation. Therefore, it is important to understand when to intervene and when to just listen. Dr. Melvin Davis, University Librarian at Kimbel Library, says many of these types of personnel issues come from personality conflicts. “Davis has learned when to act and when to take a step back. He used to want to fix every problem employees came to him with, but quickly realized that not everything was fixable. ‘Some people want to come and complain about situations where there is nothing I can do to change it and they know there is nothing I can do. They just need to complain and be heard.’ He likens it to being a part-time psychologist” (Anderson, 2019, p. 8). Make sure each employee has a voice and feels free to express their concerns. It is important to have an open-door policy where employees feel comfortable approaching you about different situations. Be fair by listening to all sides and avoiding taking sides. Know when to go to Human Resources for help. They are a well-trained on how to handle difficult situations. Not everyone will always get along, even best friends fight from time to time. Leaders must keep the library on course and moving forward. Tiffs between co-workers can fester. It is best to deal directly with situations quickly. Do not allow disagreements to become the primary focus of everyone’s work day or to whittle away at office morale. 3. Delegation Skills Delegation is not shoving work off onto others. In Davis’ interview, he stressed the importance of assigning tasks. Spreading the workload prevents leaders from getting burned out and cuts back on staff feeling micromanaged. “Delegation of tasks is crucial to good leadership. ‘You have to learn to delegate and not be so overly concerned with the tasks you do delegate... step out of the micro-manager role. That doesn’t play well. But you have to have enough general understanding of what’s going on to ensure your staff are not overwhelmed and everything is working.’” (Anderson, 2019, p. 8) When employees are micromanaged, they do not feel trusted by their supervisors. It does not give staff any real ownership in their work because it is being dictated to them. It also prevents employees from growing in their roles and talents. Often, delegated tasks lie within staffs’ already established responsibilities anyway. It is a matter of letting them do their job.Once responsibilities are assigned, stay in tune with staff. This is not about dictating how they do their jobs. It is about being aware of employee workloads. Managers must ensure work is distributed in a way that does not bog down one employee, while another does not feel challenged. Like verything else in leadership, it is about healthy balance.
4. Fostering Teamwork Fostering teamwork is a great place to lead by example. Leaders do not need to act as though they have all the answers or never need assistance. Ask your team for input. Let employees know you respect their experience and knowledge. “Leadership is about being open to change, listening to those around you, and being forward thinking.” (Anderson, 2019, p. 7) You do not have to follow every idea given, but employees will feel heard and respected. Creating this type of open, collaborative environment will help nurture teamwork in all areas. “You don’t hire a bunch of people who know what they are doing and not listen to them.” (Anderson, 2019, p. 6) Hear their vision for the library. Often times, as leaders, it is easy to believe we know best, however, it is our staff the regularly have the most hands-on contact with patrons. They are may be more in tune with community needs. Let them share their expertise. When we hire the right people for the right roles within the library, then we will end up with an extremely varied staff. This is a great thing. As a leader, acknowledge everyone brings different expertise in areas. Do not encourage competition among the staff for the spotlight. This quickly leads to a toxic work environment that I have seen play out again and again. Instead, set goals for team projects and departmental success. Make it clear that everyone has different talents and that is exactly why they were hired. It is not a matter of highlighting one person’s ability above another. Instead it is about creating teams with abilities that complement each other.
5. Clear Vision I have never worked anywhere where the mission and vision were presented to employees in a compelling manner. There may be mention of it at first hire, but beyond that, it largely goes unacknowledged. This is unfortunate since it plays such a large role in employee job satisfaction and customer service.
Raving Fans made it very clear that a well-defined vision can set you ahead of the competition. Not having one sets employees up for failure. It is difficult to navigate a ship if you do not know where you are going. It may seem obvious what a library’s main goals are, but upon closer inspection it is not always so cut and dry. Using Kimbel Library as an example, much of what we work toward will depend on our audience, but we serve college undergraduate and graduate students, as well as local middle and high schoolers, students at the neighboring technical college, and general community patrons. Staff need to know the vision of the library when creating resources, policies, or even offering access of information. While offering good service to all patrons, as the university’s library, we focus on our students first. This is important to know because it affects what resources and technology we purchase. It also means we need to speak their language, like changing Course Reserves to Textbook Collections. Clear vision is essential.I had never before thought about obtaining the customers’ vision for the business. After reading Raving Fans, it became very clear that customer vision is the heart and soul of good customer service. Without it, companies run the risk of being irrelevant and going out of business. Customer vision should be woven into the overall vision for the library. This way, goals are met, patrons keep returning, staff feel like they are making a difference, and the library becomes a vital part of the community.
IV. Final Thoughts
My leadership and management potential have increased greatly over the last year. I have been fully trained in my job and grown comfortable leading my interns, making exhibit decisions, and reaching out to contacts across campus. It has helped to get involved in university-wide programs outside of the library, as I have met new people and widened my position’s support system. I am also offered opportunities for further training in leadership skills through the university’s office of training and development. Leadership and Management in Information Organizations has furthered my understanding of business leadership. The good management practices have made me more aware of my role as a supervisor and what I can do to help make my interns’ jobs a rewarding experience for them. I have also become more mindful of my role as a leader outside of management. I may not have a leadership title, but I can still have powerful impact on my workplace.The next five years will continue to be ones of growth and education as I further study the library and cultural heritage fields. I will learn a lot just from working through the process. By 2024, I will have two Master’s Degrees, years of academic library experience, multiple poster presentations, and (hopefully) a publication or two. References Anderson, Christine. (2019) The Balancing Act of Leading Libraries: Empathy, Flexibility, and Part-Time Psychology. UNCG: LIS 650.
Blanchard, K. H., & Bowles, S. M. (1993). Raving fans: A revolutionary approach to customer service. New York: Morrow.
Buckingham, M., & Coffman, C. (1999). First, break all the rules: what the world’s greatest managers do differently. New York, NY: Simon & Schuster.
Chow, Anthony S., and Tim Bucknall. (2011). Library Technology and User Services: Planning, Integration, and Usability Engineering. Oxford, UK: Chandos Publishing.
Martinelli, Katie. (2017). Writing A Professional Development Plan. Retrieved on Dec. 9, 2019,
from www.highspeedtraining.co.uk.
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