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There is some trepidation about the future of libraries; Google, Amazon, Wikipedia, and MySpace have become the go-to destinations for informational interactions. Understandably, librarians are worried. What role will we play in the dynamic landscape that is shifting away from our traditional enterprise?

The way I see it, we have a great opportunity: the possibilities are more boundless than ever before. Faced with competition, this is our chance to be more innovative. Of course change is never easy, but I am optimistic. I've shared many conversations with recent MLS grads, and they have lots of good ideas. They are enthusiastic, eager to make changes, and not too predisposed about what libraries should be. We need to encourage them.

Librarian as Entrepreneur

I see the 21st Century Librarian as an entrepreneur: an individual who creates new ventures, embraces challenges, and looks to make improvements. An individual who sees the big picture and who can think and work outside the box. An individual who can identify and address needs, and who can implement, market, and assess initiatives. We've entered an age that requires an opportunistic workforce. Here are a few things I've picked up along the way that can help us get started:

• Take risks. Nothing is sacred; everything is up for change or renegotiation. We should support responsible risk taking. Librarians often ask how I persuaded my administration to allow me to use online social networks for library outreach. My typical response is that I didn't ask. They don't observe my classroom instruction or my reference desk encounters, so why should they be involved with the extension of those interactions? This depends upon the culture at your library, but I hope to see us evolve into more flexible organizations that empower staff, rather than remaining dominated by policy and hierarchy. We should to have the freedom to act professionally and responsively, and to address patron needs in a quick and appropriate manner.

• Initiate change. We can't always wait for others to do things; sometimes we have to make changes ourselves. If something is wrong, missing, or inefficient, let's not complain, but let's do something about it. I am inspired by the initiatives of two of my colleagues: Ross Singer, a web applications developer, was dissatisfied with many of the commercial products that we purchase, so he designed a value-added link resolver and is redeveloping the concept of "the library catalog." Bonnie Tijerina, an electronic resources librarian, recognized a gap in conference offerings and organized the Electronic Resources & Libraries Conference to address the need. We should take a solutions-based approach toward problems, and not settle simply for what is offered or for what has been traditionally accepted.

• Break the silos. One of the biggest challenges, especially in large libraries, is that of the silo effect. It is easy to let our departmental identity define us; we rally around our "team," and strive to protect our interests. This is a terrible waste of our workforce. While it is easy to talk about the idea of collaboration, how can we make it happen? One way to start breaking down barriers is through social software tools: instant messaging, wikis, blogs, and networking sites. Let staff develop relationships that blend across personal and professional contexts. Opening the channels of communication encourages innovation that stretches across departments. When a problem or goal is identified, allow for the natural resolution process to occur, based upon respect and interest, rather than by title and authority.

• Read outside the profession. There is too much echo in the library literature, and this includes blogs and lists. We keep busy by reinventing wheels. Personally, I learn a lot more from reading outside the professional literature, particularly in the areas of marketing, customer service, information technology, and architecture. If our goal is innovation, than we need to make sure that we're looking in the right direction.

• Assess constantly. We need to remember that libraries are for patrons, and not for us. I'd like to see a true culture of assessment that looks beyond gate count, circulation stats, and reference questions and focuses more upon function and user satisfaction. We need to examine how collections, services, and physical space are used and how they can be used, and adjust accordingly. As we move toward redefining the concept of libraries, we need to ensure that the patron has a voice. And we need to make sure that they are not just telling us what we want to hear, but rather, are contributing toward the vision of what we can become. We do this by watching, listening, and interacting with our users, and by focusing on steady improvements. I'd prefer to aim for a culture of constant progress, rather than for one of proclaimed excellence.

• Get involved. It's easy to be cynical; it's much more difficult to be passionate about making change. Libraries, particularly academics, often have a complex network of committees, task forces, and working groups that can hinder innovation. While it is tempting, and perhaps quicker, to develop projects outside the system, it's healthier to work from within the organization. Volunteer! Develop your reputation as someone who takes on tasks and projects. These contributions will open doors that can cut through the bureaucracy. Demonstrate the entrepreneurial spirit by embracing a solutions- based approach toward problems and building a network of experiences with colleagues. Find ways to incorporate staff, including those without an MLS, from multiple departments; together you can gain genuine and effective influence.

The future of libraries is yours. What are you going to do with it?

Brian S. Mathews is a public services librarian at Georgia Tech. His blog is The Ubiquitous Librarian.