a crisis is a terrible thing to waste
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A Crisis Is a Terrible Thing to Waste
Re: inventing Your Library during Challenging Times
David Singleton and Julie Walker
Libraries Facing Challenging TimesMichigan Gov. Jennifer Granholm
issued an executive order to eliminate the Michigan Department of History, Arts, and Libraries.
New York City's three library systems face 22% budget cut
Cuts force Seattle Public to close for one week
Ohio libraries will lose $84.3 million over next 2 years
Challenging Times in GeorgiaPublic Libraries in Georgia facing
local cuts ranging fromo 3% to 49%
Board of Regents employees, including state-paid librarians, face 3 furlough days before the end of 2009
GPLS and Public Libraries face a minimum of 5% state budget cuts in FY10 and FY11; reductions of 12% remain from FY09.
Overview“Challenging times” are different
than ordinary timesStaff react to challenging times
on both cognitive and emotional levels
Personal and organizational leadership make the difference in environment (and success) during challenging times
How are challenging times different?Environment often unstable or
changing quicklyReduced or stagnant resources,
sometimes with increasing demand
People tend to feel less valued and less knowledgeable (what they know isn’t working)
Scrutiny increased; mistakes are often more visible
Reactions to Challenging TimesCognitive level
◦Observable/tangible changes◦Fewer resources available◦Major changes in operations often
occur◦Important to acknowledge and
communicate clearly about tangible changes and their possible impacts
Reactions to Challenging TimesEmotional level
◦Confusion (staff and public)◦Staff may not feel as
valued/competent◦Often focused only on the present◦Sometimes eager to assign blame
(human reaction); the rumor mill churns in the absence of facts
◦Essential to acknowledge and communicate clearly about, preferably in person
Reactions to Challenging Times Inertia (do nothing)Complain (energy focused on
wrong things)Lead“The challenge of the time:
make asset scarcity a source of innovation, not enervation.”
John Ulmschneider, Virginia Commonwealth
In Calm Weather, All Ships Have Good Captains
Swedish proverb, often attributed to Adam
Smith
Leadership is Key to How Libraries and Other Organizations Survive (and Thrive) During Challenging Times
Essential for the LeaderKnow What You BelieveEmbrace OptimismBe CourageousPrepare RelentlesslyRecognize Weaknesses/Solicit
HelpCommunicate, Communicate,
Communicate (and work with your staff)
Know What You Believe
Our services and programs are vital to communities
We offer high value for every dollar allocated
We are stronger together than we are apart. Cooperation and collaboration are key.
Perhaps no place in any community is so totally democratic as the town library. The only entrance requirement is interest. - Lady Bird Johnson
Know What You BelieveNothing sickens me more than
the closed door of a library.- Barbara Tuchman
The dissemination of knowledge is one of the cornerstones of civilization.- John F. Budd
Libraries are America's Lifelines. Leave Them Alone.
-Kenneth C. Davis
Embrace Optimism
There have been bad times before, and we have survived.
Increased demand evidences the value of libraries
Difficult times offer opportunities to reexamine what we do, why we do it, and how we do it
A crisis is a terrible thing to waste
Be Courageous
Speak truth to power; do not hesitate to tell your story
Be relentless in pursuing adequate funding (even more important to quantify the need)
Be honest in your assessment of your ability to provide services with limited resources
Do not be afraid to change
Prepare Relentlessly
No one is better than librarians at gathering and analyzing statistics; use your strength.
Educate your staff about the library and costs associated with operations/services
Energize your FriendsRemind trustees of their
advocacy roleUnite with your colleagues; we’re
all in this together
Recognize Weaknesses/Solicit Help
Self assessment (be brutally honest)A few sources of help:
◦Peers◦Staff◦Friends of the Library◦Trustees◦Volunteers◦Community leaders◦State library◦Library associations
Communicate, Communicate, CommunicateNot a time to hide—Be visible to
staff and to the communityTalk face to face whenever possibleShare what you know, even when
the news is not greatIt’s all about respect"Advocating in a Tough Economy"
toolkit is available at www.ala.org/tougheconomytoolkit
As we, the leaders, deal with tomorrow, our task is not to try to make perfect plans. Our task is to create organizations that are sufficiently flexible and versatile that they can take our imperfect plans and make them work in execution. That is the essential character of the learning organization. ◦Gordon R. Sullivan & Michael V. Harper
Focus for the OrganizationServices
◦Focus on Customer Service Excellence
◦Work Toward Continuous Innovation◦Remove Barriers (ask your
customers)◦Explore New Service Models,
including rethinking digital presence
Focus for the OrganizationInternally/Organizationally:
◦Expand Partnerships (where they make sense)
◦Plan for the Future◦Realign Resources/Organizational
Structure◦Re-examine Your Core Mission◦Tell Your Story
Customer Service ExcellenceEmpower staff at every levelInvest in staff training (free or
low cost training is plentiful if you look around)
Engage customers in dialogue about services
How can volunteers contribute more while staff remain valued?
Work Toward Continuous InnovationEmpower staffAsk for suggestions from staff
and customers (remember to respond)
Examine workflows throughout organization (Staffing for Results can help)
Standing still is not an option
Remove BarriersEmpower staffFines/Fees Resolution ProgramsRead Down Your FinesGo to your customers if they
can’t come to you (outreach)Think access, not ownershipBe creative with volunteers and
partnerships
Explore New Service ModelsFocus on Critical ServicesInternallyDigitallyOutreachCollaborationRemember to let go of what is
not working
Expand PartnershipsPartnership=a cooperative
relationship between people or groups who agree to share responsibility for achieving some specific goal
Expands your resources and builds advocates who understand the value of the library
Plan for the FutureWithout vision, the people perish. The
leader articulates the vision.Strategic planning involves
stakeholders throughout the community and builds awareness and advocacy while setting direction.
During economic downturns, infrastructure is less expensive to build.
Don’t forget to prepare for the good times to come.
Realign Resources/Organizational StructureBrainstormExamine other modelsTake risks (OK to abandon what
doesn’t work)Encourage flexibilityReach out to colleagues
Tell Your StoryRepackage what you do in terms
that the public can relate toReturn on Investment (ROI) data
can be very useful; several websites allow you to calculate rough ROI
Friends of the LibraryTrustees
SummaryChallenging times are different.They offer opportunities as well
as challenges.Staff respond to challenging
times on multiple levels.Leadership is the key to
surviving/thriving in challenging times.
Resources American Library Association, “Advocating in a Tough Economy
Toolkit,” http://www.ala.org/ala/issuesadvocacy/advocacy/advocacyuniversity/toolkit/index.cfm (accessed July 27, 2009)
Corwin, Scott, Elisabeth Hartley, and Harry Hawkes, “The Library Rebooted,” http://www.strategy-business.com/press/article/09108?gko=ef8aa-1876-27600325 (accessed July 27, 2009)
Lehman, Jeffrey, “Leadership in Difficult Times,” http://www.livemint.com/2009/01/13212610/Leadership-in-difficult-times.html (accessed July 27, 2009)
Mayo, Diane, and Jeanne Goodrich. Staffing for Results. American Library Association, 2001.
Nelson, Sandra. Strategic Planning for Results. American Library Association, 2008.
“Rudy Giuliani on Leadership in Difficult Times,” http://www.sacredheart.edu/pages/25193_rudy_giuliani_speaks_on_leadership_in_difficult_times.cfm (accessed July 27, 2009)
David W. Singleton, Director of Library Experiences
Public Library of Charlotte and Mecklenburg County
dsingleton@plcmc.org
Julie Walker, Deputy State LibrarianGeorgia Public Library Servicejwalker@georgialibraries.org
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