the director, the staff, and leadership in the public library managing and surviving in an effective...
Post on 24-Dec-2015
219 Views
Preview:
TRANSCRIPT
The Director, The Staff, and The Director, The Staff, and Leadership in the Public Leadership in the Public
LibraryLibrary
Managing and Surviving in an Effective Managing and Surviving in an Effective – – and Democracy-Enhancingand Democracy-Enhancing – –
Workplace Workplace
LS 530 Dr. WeddleLS 530 Dr. Weddle
Quality, Equity, and AccessQuality, Equity, and Access
Privatization vs. OutsourcingPrivatization vs. Outsourcing
Public’s right to know trumps pure efficiency; privatization Public’s right to know trumps pure efficiency; privatization issuesissues Public Law vs. Private, Contract, Tort and Property LawPublic Law vs. Private, Contract, Tort and Property Law First Amendment; Freedom of Information; ConfidentialityFirst Amendment; Freedom of Information; Confidentiality Sunshine LawsSunshine Laws
Private sector business models don’t translate well to public Private sector business models don’t translate well to public libraries, though skillful management is essentiallibraries, though skillful management is essential
Profit shouldn’t be an issue, though fiscal responsibility must beProfit shouldn’t be an issue, though fiscal responsibility must be
Good reads on library privatization : Good reads on library privatization : http://www.cupe.ca/arp/09/7.asphttp://www.cupe.ca/arp/09/7.asp
http://www.privatization.org/database/policyissues/http://www.privatization.org/database/policyissues/libraries_local.html#2libraries_local.html#2
Challenges & PressuresChallenges & Pressures
ChangeChange ConflictConflict InflationInflation Anti-tax movementAnti-tax movement Others?Others?
Information Flow Information Flow
Directives from: Municipality; Directives from: Municipality; community; board community; board Director Director Staff Staff
Messages from Staff Messages from Staff Director Director Municipality; community; boardMunicipality; community; board
Director is “Lynchpin” and so much Director is “Lynchpin” and so much moremore
Many Hats of the DirectorMany Hats of the Director
Visionary LeadershipVisionary Leadership Institutional Value SetterInstitutional Value Setter MentorMentor Bearer & exerciser of authority and Bearer & exerciser of authority and
responsibility for the libraryresponsibility for the library Focus on serving needs of library Focus on serving needs of library
usersusers
Career PatternsCareer Patterns
Probably a majority of public libraries Probably a majority of public libraries are directed by women but…are directed by women but…
The larger the library, the more likely The larger the library, the more likely it is to be directed by a man.it is to be directed by a man.
Career PatternsCareer Patterns
More than half of directors of medium-size More than half of directors of medium-size libraries are between ages 35-44.libraries are between ages 35-44.
For larger libraries, average age is about For larger libraries, average age is about 52 years, with 16-28 years of experience.52 years, with 16-28 years of experience.
Women directors tend to be older than Women directors tend to be older than male counterparts, became directors later male counterparts, became directors later in life, remained single.in life, remained single.
Career PatternsCareer Patterns
Directors tend to find the work Directors tend to find the work deeply satisfying, although:deeply satisfying, although:
Directors of small and medium size Directors of small and medium size libraries are more likely to feel libraries are more likely to feel underpaid and overworked.underpaid and overworked.
Duties of the Public Library Duties of the Public Library DirectorDirector
Deliver best possible library service, Deliver best possible library service, consistent with pre-established consistent with pre-established policies, that can be purchased with policies, that can be purchased with available fundsavailable funds
The Board sets policy, not the The Board sets policy, not the directordirector
Duties of the Public Library Duties of the Public Library DirectorDirector
Staff the libraryStaff the library Plan and carry out programsPlan and carry out programs Assess the library’s progress and Assess the library’s progress and
success and report periodically to success and report periodically to staff, board, and communitystaff, board, and community
Market library services and programs Market library services and programs to the communityto the community
Duties of the Public Library Duties of the Public Library DirectorDirector
Gauge library’s funding needs and Gauge library’s funding needs and articulate them through a budgetarticulate them through a budget
Assure adequate collection of Assure adequate collection of materials to support community materials to support community needsneeds
Provide professional library leadership Provide professional library leadership to the staff and the communityto the staff and the community
Manage and administer the operation Manage and administer the operation of the libraryof the library
Duties of the Public Library Duties of the Public Library DirectorDirector
ExternalExternal FigureheadFigurehead LiaisonLiaison MonitorMonitor SpokespersonSpokesperson NegotiatorNegotiator
InternalInternal LeaderLeader DisseminatorDisseminator EntrepreneurEntrepreneur Disturbances Disturbances
HandlerHandler Resource AllocatorResource Allocator
Manager or Leader?Manager or Leader?
Manager:Manager:
Vested with authority Vested with authority by organizationby organization
The best managers The best managers are also good leadersare also good leaders
Leader:Leader:
Willingly accorded Willingly accorded authority by group authority by group membersmembers
Leadership is integrity, Leadership is integrity, courage, wise courage, wise judgment, empathy, judgment, empathy, persuasion, planning, persuasion, planning, optimism, and optimism, and flexibilityflexibility
Values and VisionValues and Vision
Values = Core Principles; Values = Core Principles; personal (Family, religion, personal (Family, religion, etc.) and professional etc.) and professional (Library Bill of Rights; (Library Bill of Rights; Freedom to Read Freedom to Read Statement)Statement)
Beliefs flow from valuesBeliefs flow from values
Attitudes are situational Attitudes are situational and based upon values and based upon values and beliefsand beliefs
Vision = Clarity of Purpose; Vision = Clarity of Purpose; derived from values, derived from values, beliefs, attitudes, beliefs, attitudes, intelligence, imagination, intelligence, imagination, knowledge and knowledge and pragmatismpragmatism
Effective directors clearly Effective directors clearly articulate vision both articulate vision both internally and externallyinternally and externally
Vision helps directors stay Vision helps directors stay focused on what is best for focused on what is best for the library & community the library & community both short-term and long-both short-term and long-termterm
Power and DelegationPower and Delegation
Authority is different from powerAuthority is different from power Power is earned over time and conferred by Power is earned over time and conferred by
library constituencylibrary constituency Staff support of director and library policy is Staff support of director and library policy is
essentialessential Successful delegation means the right person Successful delegation means the right person
is chosen and is properly trained for the jobis chosen and is properly trained for the job Delegate those tasks which you are overpaid Delegate those tasks which you are overpaid
to doto do The delegated buck still stops with the The delegated buck still stops with the
directordirector
Work PatternsWork Patterns
Directors tend to have poor time Directors tend to have poor time management skillmanagement skill
The Public Service route to the The Public Service route to the director’s chairdirector’s chair
Insecure and overwhelmedInsecure and overwhelmed Too many meetingsToo many meetings Library work is never doneLibrary work is never done ProcrastinationProcrastination
Relations with the BoardRelations with the Board
Performance Evaluation for the Director:Performance Evaluation for the Director: AdministrationAdministration LeadershipLeadership Budget & FinanceBudget & Finance CommunicationCommunication Decision-Making & Problem-SolvingDecision-Making & Problem-Solving Public RelationsPublic Relations Development of Human ResourcesDevelopment of Human Resources Professional DevelopmentProfessional Development
Termination of a DirectorTermination of a Director
Consistent negative evaluationConsistent negative evaluation Written documentation, gathered Written documentation, gathered
over timeover time Termination hearingTermination hearing Lack of “due process” can leave a Lack of “due process” can leave a
library vulnerable to a lawsuitlibrary vulnerable to a lawsuit
Recruitment of New DirectorRecruitment of New Director
Board must:Board must: Establish a search schedule, including Establish a search schedule, including
timeline and budgettimeline and budget Clarify for itself what qualities are Clarify for itself what qualities are
sought, in order to find best fit for librarysought, in order to find best fit for library Decide who will participate in search, Decide who will participate in search,
usually not including the former directorusually not including the former director PerhapsPerhaps hire a consultant hire a consultant
Recruitment of New DirectorRecruitment of New Director
Define the job and/or update the job Define the job and/or update the job descriptiondescription
Develop the search strategyDevelop the search strategy Conduct the searchConduct the search Narrow the field to 3-5 candidatesNarrow the field to 3-5 candidates Decide if the search will be local, regional or Decide if the search will be local, regional or
nationwidenationwide Decide on remunerationDecide on remuneration Decide on necessary qualifications (degrees Decide on necessary qualifications (degrees
and experience)and experience)
Soliciting ApplicationsSoliciting Applications
Recruitment Ads in:Recruitment Ads in: Nearest metropolitan newspaperNearest metropolitan newspaper One or two the following: Library One or two the following: Library
Journal, American Libraries, Wilson Journal, American Libraries, Wilson Library Bulletin, Library Hot LineLibrary Bulletin, Library Hot Line
Also: National ConferencesAlso: National Conferences
Soliciting ApplicationsSoliciting Applications
Advertising for the position is also Advertising for the position is also advertising the libraryadvertising the library
Send candidates full information Send candidates full information packets annual reports, long-range packets annual reports, long-range and master plans, other statistical and master plans, other statistical and narrative in-house and external and narrative in-house and external documentsdocuments
Narrow the list, check references, Narrow the list, check references, and conduct interviewsand conduct interviews
The New DirectorThe New Director
Two most important objectives:Two most important objectives:
1. Put the staff at ease1. Put the staff at ease
2. Learn everything about the 2. Learn everything about the organization and how it functionsorganization and how it functions
The First YearThe First Year
Hold periodic meetings with top and Hold periodic meetings with top and middle managersmiddle managers
Meet both formally and informally with the Meet both formally and informally with the boardboard
Get to know both elected and appointed Get to know both elected and appointed local officialslocal officials
Establish a presence with schools, cultural, Establish a presence with schools, cultural, and social groups and institutionsand social groups and institutions
Get to know people in the mediaGet to know people in the media Make friends with the “Friends”Make friends with the “Friends”
The First YearThe First Year
Get to know other directors in the Get to know other directors in the area and the statearea and the state
Become familiar with relevant data Become familiar with relevant data concerning your library and concerning your library and communitycommunity
Spend time in all library departmentsSpend time in all library departments Take staff on retreat and work on Take staff on retreat and work on
team buildingteam building
The First YearThe First Year
Attend community eventsAttend community events Evaluate library programming; begin Evaluate library programming; begin
bragging to community about bragging to community about strengthsstrengths
Take your time and LISTEN before you Take your time and LISTEN before you make any changes which affect make any changes which affect individuals and/or programsindividuals and/or programs
Plan a vacation and take itPlan a vacation and take it
The First YearThe First Year
Thank people as you goThank people as you go Strengthen staff development Strengthen staff development
programsprograms Use library, board, and community Use library, board, and community
colleagues as mentors, friends, colleagues as mentors, friends, resources, stimulators and sounding resources, stimulators and sounding boardsboards
Use your honeymoon wiselyUse your honeymoon wisely
Relations with StaffRelations with Staff
Challenge, encourage and rewardChallenge, encourage and reward Constructive criticism when neededConstructive criticism when needed Be the staff’s voice to the Board Be the staff’s voice to the Board
(compensation and professional (compensation and professional opportunities)opportunities)
Inform and encourage participationInform and encourage participation
Recruiting New LibrariansRecruiting New Librarians
Make the library dynamic and Make the library dynamic and excitingexciting
Assign professional responsibilities—Assign professional responsibilities—including planning & evaluation – to including planning & evaluation – to professional librariansprofessional librarians
Mentor Mentor
Professional LibrariansProfessional Librarians
Professional Librarians hold MLS or Professional Librarians hold MLS or equivalent, sometimes additional equivalent, sometimes additional graduate degreesgraduate degrees
Serve in leadership positions, direct Serve in leadership positions, direct departments, plan and develop departments, plan and develop programs, oversee non-professional programs, oversee non-professional staffstaff
Professional LibrariansProfessional Librarians
Seek autonomy, variety, innovation Seek autonomy, variety, innovation and flexibility in a quality work and flexibility in a quality work environmentenvironment
The “Compleat” LibrarianThe “Compleat” Librarian
Support StaffSupport Staff
Para-professionals, technical Para-professionals, technical specialists, library assistants & clerksspecialists, library assistants & clerks
Wide range of educational Wide range of educational backgrounds: High School to backgrounds: High School to Graduate SchoolGraduate School
Highly educated support staff can Highly educated support staff can become frustrated doing clerical become frustrated doing clerical workwork
PagesPages
Shelve books and periodicalsShelve books and periodicals Traditionally high school studentsTraditionally high school students More recent: Senior citizensMore recent: Senior citizens
Successful Volunteer Successful Volunteer ProgramProgram
Well-organizedWell-organized Staff included in the organization of the Staff included in the organization of the
programprogram Volunteers assigned meaningful tasksVolunteers assigned meaningful tasks Library expresses gratitude to volunteersLibrary expresses gratitude to volunteers Someone must be in charge: staff Someone must be in charge: staff
member, board member, other volunteermember, board member, other volunteer
Successful Volunteer Successful Volunteer ProgramProgram
Volunteers must have explicit work Volunteers must have explicit work schedules, vacation times, and dutiesschedules, vacation times, and duties
Volunteer contract arrangements can be Volunteer contract arrangements can be used to keep things running smoothlyused to keep things running smoothly
Library may offer letter of recommendation Library may offer letter of recommendation in lieu of payin lieu of pay
Heavy staff involvement is crucialHeavy staff involvement is crucial Volunteer programs aren’t right for all Volunteer programs aren’t right for all
libraries libraries
Potential Volunteer Potential Volunteer ProblemsProblems
Political hot potatoPolitical hot potato May jeopardize funding and supportMay jeopardize funding and support May jeopardize public’s perception of May jeopardize public’s perception of
librarianship as a professionlibrarianship as a profession
Conditions of EmploymentConditions of Employment
Salaries should be seen as being fairSalaries should be seen as being fair Internal EquityInternal Equity External EquityExternal Equity Systematic approach to salary Systematic approach to salary
administrationadministration Support staff wages based on local Support staff wages based on local
marketmarket
Pay Equity and Comparable Pay Equity and Comparable WorthWorth
Equal work for equal pay is required Equal work for equal pay is required by lawby law
Librarianship is a feminized Librarianship is a feminized profession, but men tend to hold the profession, but men tend to hold the higher paying jobshigher paying jobs
Low market value in general for Low market value in general for public librarianspublic librarians
Fringe BenefitsFringe Benefits
Fringe benefits can be as much as 35% of Fringe benefits can be as much as 35% of a salary package:a salary package: Health InsuranceHealth Insurance RetirementRetirement Personal DaysPersonal Days Sick LeaveSick Leave Life InsuranceLife Insurance DisabilityDisability Other (tuition remission; leaves of absence)Other (tuition remission; leaves of absence)
Working ConditionsWorking Conditions
Hours: 35-40 hours per week, including Hours: 35-40 hours per week, including weekends and evenings for public service weekends and evenings for public service staffstaff
Flextime and job-sharing tend to increase Flextime and job-sharing tend to increase staff morale, though neither is easy to staff morale, though neither is easy to implement uniformly implement uniformly
Physical Facilities: Lack of comfort equals Physical Facilities: Lack of comfort equals unhappy employees, though the reverse of unhappy employees, though the reverse of this is not necessarily truethis is not necessarily true
Staff RecruitmentStaff Recruitment
Excessive Turnover vs. Lack of Excessive Turnover vs. Lack of TurnoverTurnover
Filling a vacancy is a complex activity:Filling a vacancy is a complex activity: Position analysis & job descriptionPosition analysis & job description Recruitment from within and without Recruitment from within and without
(advertising, interviewing, checking (advertising, interviewing, checking references)references)
Hiring, orienting and training the new Hiring, orienting and training the new employeeemployee
Performance AppraisalPerformance Appraisal
Provides constructive assistance to staffProvides constructive assistance to staff Assists with decisions about promotions Assists with decisions about promotions
and salariesand salaries Creates a paper trail Creates a paper trail Is difficult, disliked and mistrustedIs difficult, disliked and mistrusted Is complicated, time-consuming, Is complicated, time-consuming,
sometimes confrontational, which may sometimes confrontational, which may lead to inflated evaluationslead to inflated evaluations
Is necessaryIs necessary
Performance AppraisalPerformance Appraisal
Generally supervisor-generated using Generally supervisor-generated using objective scalesobjective scales
Self-Appraisal places most Self-Appraisal places most responsibility on employeesresponsibility on employees
Peer Appraisal is collegial reviewPeer Appraisal is collegial review Subordinate Appraisals review Subordinate Appraisals review
supervisorssupervisors
Grievance ProceduresGrievance Procedures
May be mandated by civil service lawMay be mandated by civil service law May be stipulated in union service May be stipulated in union service
contractcontract May simply be suggested by need to May simply be suggested by need to
comply fairly with state and federal comply fairly with state and federal labor lawlabor law
Termination of EmploymentTermination of Employment
Budget shortfallBudget shortfall Soft moneySoft money Inadequate job performanceInadequate job performance
Periodic performance appraisals for staffPeriodic performance appraisals for staff Written summation of discussions Written summation of discussions
regarding performance given to regarding performance given to employee AND placed in his/her file employee AND placed in his/her file shows “good faith”shows “good faith”
Handle termination with respect and careHandle termination with respect and care
BurnoutBurnout
Begins with stress:Begins with stress: OverloadOverload Feelings of inadequacyFeelings of inadequacy UnderloadUnderload Unsatisfactory interpersonal relationships with Unsatisfactory interpersonal relationships with
co-workers, the public, etc.co-workers, the public, etc. Lack of positive feedbackLack of positive feedback Lack of effective supervisionLack of effective supervision Career concernsCareer concerns
BurnoutBurnout
Middle Managers very susceptibleMiddle Managers very susceptible Vulnerable personality types:Vulnerable personality types:
WorkaholicsWorkaholics Impatient and competitive peopleImpatient and competitive people Unassertive people who can’t say noUnassertive people who can’t say no PerfectionistsPerfectionists Young singlesYoung singles People with alternative lifestylesPeople with alternative lifestyles
Prevention StrategiesPrevention Strategies
Job redesignJob redesign Job rotation (e.g. CEO program in AZ)Job rotation (e.g. CEO program in AZ)
Good for “plateaued” staffGood for “plateaued” staff Learning curve can temporarily lower Learning curve can temporarily lower
productivityproductivity Requires detailed planning and preparationRequires detailed planning and preparation
Improving inter-personal relations by more Improving inter-personal relations by more effective communication strategieseffective communication strategies
Support and counselingSupport and counseling
Encouraging StaffEncouraging Staff
Continuing Education & Staff Continuing Education & Staff DevelopmentDevelopment
Supervision & MentoringSupervision & Mentoring Meetings & RetreatsMeetings & Retreats Ethical Conduct in Personnel MattersEthical Conduct in Personnel Matters
top related