Info Career Trends November 1, 2003 vol. 4, no. 6 ISSN 1532-0839 Published by Lisjobs.com - http://www.lisjobs.com E-mail: editor@lisjobs.com In This Issue (Library Management): 1) Editor's Note 2) Career Q&A From the Library Career People 3) Management in the Middle: Life is Unfair 4) Managing Up At Your Library 5) From Management Class to Management 6) Managing a Library With Limited Resources 7) Developing Leadership Skills and Gaining Experience 8) What's Online? Recommended Resources 9) But I Want To Hold It In My Hand! Print Resources 10) Administrivia, Copyright, Subscription and Removal Instructions ======== Editor's Note I'm pleased to announce that Info Career Trends now has an RSS feed, courtesy of LISFeeds.com. (Thanks, Blake! Thanks, Steven!) If you would prefer to access ICT via your newsreader, just go to the current issue page at http://www.lisjobs.com/newsletter/current.htm and click on the handy XML button to retrieve the feed. Please remember to unsubscribe from the e-mail version if you do not wish to receive both; you can do so at http://www.lisjobs.com/newsletter/index.htm#sub . Don't have a newsreader? Don't know what I'm talking about? Enjoy seeing the newsletter show up in your e-mail box? Never fear, this change will not affect e-mail subscribers, and there are no plans to discontinue the plain-text version. This issue marks the debut of two new Library Career People columnists, Tiffany Allen and Susanne Markgren, who provide tips on staying active in the profession while not working as a librarian and for U.S. librarians interested in finding employment in Canada. If you could use some career advice yourself, e-mail your question to librarycareerpeople@lisjobs.com, and you could see it answered in an upcoming column. You'll also find articles addressing various aspects of library management, from tips for new managers, to managing up, to managing with limited resources. What's in store over the next few months? Don't miss January's issue, on balancing work and family, or March's, on contributing to the profession. Interested in contributing to the profession by contributing to the newsletter? Authors are currently needed for the May issue, on continuing education, and the July issue, on diversity - see guidelines at http://www.lisjobs.com/newsletter/theme.htm#contrib . - Rachel (editor@lisjobs.com) ======== *** ADVERTISEMENT *** The METRO Magnet: Attracting Library Staff to METRO NY http://www.metro.org/magnet The Metropolitan New York Library Council (METRO) now connects it members, representing over 1200 libraries of all types, with job seekers looking for positions in New York City and Westchester County libraries. Visit the METRO Magnet for targeted access to a qualified pool of applicants; to search and apply for local jobs; for information about exciting opportunities available in area libraries; and for details about relocating to and living in the METRO area. ======== Career Q&A From the Library Career People (librarycareerpeople@lisjobs.com) Q: I'm currently working in another profession, but would like to get back into librarianship. How do I stay active in librarianship while not working in the field? How do I get back into working in a library? And how do I upgrade my skills for the current job market? TA: Perhaps the single most important thing is to STAY ACTIVE. Join professional associations, become active in your local library, and network, network, network. Tell everyone you know that you want to get back into (or break into) the library field. A friend of a friend of a friend may know of just the right position. By joining a professional association, and attending their events, you will be able to make professional contacts and keep your skills up to date. You will also be taking a proactive approach by staying active in the field, even while not working in a library. Look into ALA ( http://www.ala.org ), MLA ( http://www.mlanet.org ), PLA ( http://www.pla.org ), SLA ( http://www.sla.org ), or any of the state-level professional associations that closely match your professional interests. Additionally, professional associations often offer career assistance, such as on-site placement centers at annual conferences and resume reviewing services. Take advantage of the workshops or online classes offered by these organizations. They are a good way to keep your skills current, and also to meet new people and expand your network of professional contacts. Secondly, get involved in your local library. Join the Friends of the Library, volunteer for activities, and attend open library events in your region. This goes back to the first point, networking. Third, consistently review professional journals, publications and web sites. Watch for announcements of new positions and look for transferable skills - supervisory experience gained in another organization would directly translate to supervisory responsibilities in a library position. The same would be true about experience managing a budget or overseeing a project or program. Examine your experience and determine how it would match the needs of the position (and be sure to explain the parallels in your cover letter). You may also want to consider an informational interview with a professional in your area of interest. An informational interview is simply that - an interview to gain information about a profession or a new area. You should make an appointment (don't just "drop in"), and stay for only 15-20 minutes (unless invited to stay longer). Ask about the field, the person's area of expertise and how they got where they are today. Staying active in a profession in which you are not currently working is a lot of work, and requires a great deal of dedication. But in the end, if it scores you the job of your dreams, it's all worth it. SM: Tiffany's ideas are excellent. It is extremely important to network and to get hands-on experience. To supplement, I would say - get online! This is an exciting time to be entering the library profession. With so many online resources (e.g., web sites, articles, job boards, and e-mail lists) freely available, keeping up with the profession and updating your skills are not as difficult as you may think. Join library-related e-mail discussion lists. Do some lurking and find out what topics, resources, and ideas librarians are currently discussing. Don't be afraid to ask questions and voice your opinions. These discussion lists exist to support our profession and its members. They are also a great way to find out about new jobs and new opportunities to stay active in the profession. I would recommend NEWLIB-L ( http://www.lahacal.org/newlib/ ), which is geared for new librarians, those who are considering becoming librarians and others in the field who are interested in imparting wisdom and advice to the aforementioned groups. LIBJOBS ( http://www.ifla.org/II/lists/libjobs.htm ) would also be helpful, not just for finding out what jobs are available, but also for looking at job descriptions, requirements, and salaries to get an idea of what is out there and what is expected of librarians in different positions, in different institutions and in different states or countries. There are plenty of other librarian discussion lists that you may want to consider joining, depending on what aspect and/or subject area of librarianship you are interested in. You can search for more lists on the Library-Oriented Lists & Electronic Serials ( http://liblists.wrlc.org ) site. Another option for updating or refreshing your skills is to take classes, either online or in-person. Associations, universities and colleges, and private companies alike are now offering a variety of classes and distance learning opportunities geared for librarians and library students. The Special Libraries Association (SLA) offers a Virtual Seminar Series ( http://www.sla.org/content/learn/learnwhere/index.cfm ), and the Simmons College GSLIS holds online workshops as part of their Continuing Education series ( http://www.simmons.edu/gslis/ce/online_preview.html ). Taking a class or two will not only update your skills, but also give a boost to your resume and show a future employer that you are serious about keeping current in the profession. In addition, look at the Advice section ( http://www.lisjobs.com/advice.htm ) of Lisjobs.com for some helpful articles and information on getting started in librarianship. Check out the LIScareer.com ( http://www.liscareer.com ) site, and the new book, Jump Start Your Career in Library and Information Science ( http://www.liscareer.com/bookstore.htm ) by Priscilla K. Shontz. Good luck! Q: I am about to finish my library degree in the United States and want to know if I can use my degree in Canada, and how do I find jobs there? SM: I have met several Canadian librarians working here in the States, but I haven't heard much about U.S. librarians working in Canada. If you have ever perused Canadian job ads for librarian positions, you have probably seen the message, "Canadians and permanent residents of Canada will be given priority." Even though this sentence sounds discouraging, don't let it stop you from sending in your resume. Here's why: An MLS degree or its equivalent from an accredited U.S. school is recognized in Canada (and vice versa). Library schools in Canada and the United States are accredited by the same organization - ALA's Office for Accreditation & Committee on Accreditation ( http://www.ala.org/Content/NavigationMenu/Our_Association/Offices/Acc reditation1/Accreditation.htm OR http://makeashorterlink.com/?I10451A46 ). The North American Free Trade Agreement (NAFTA) makes it easier for librarians in the U.S. to cross the border to work. Librarians who are U.S. citizens can qualify for a work permit under Chapter 16 ( http://www.worldtradelaw.net/nafta/chap-16.pdf ) of the NAFTA regulations. The NAFTA applies to four specific categories of businesspersons: business visitors, professionals, intra-company transferees, and traders and investors. Librarians are included in the list of professionals. All businesspersons covered by the NAFTA are exempt from the need to obtain approval from Human Resources Development Canada (HRDC). This means that Canadian employers do not need to have a job offer approved by HRDC to employ a U.S. librarian. For more information, Citizenship and Immigration Canada (CIC) ( http://www.cic.gc.ca/english/pub/you-asked/section-18.html ) has a helpful site. U.S. librarians with a job offer from a Canadian employer are classified as NAFTA Professionals, and may apply for an employment authorization at a Port of Entry, at a visa office abroad (in the U.S.), or from within Canada if the applicant is already in Canada as a visitor. The duration of NAFTA Professional status is for an initial period of one year and an unlimited number of one-year extensions may be subsequently obtained. Canadavisa.com ( http://www.canadavisa.com/documents/nafta/professional.htm ) offers more information on employment authorization for non-Canadians. Although NAFTA makes the process of getting into Canada easier, it doesn't necessarily mean that it will be easy to procure a job. It really depends on where you would like to go and how much competition there is in that particular city and/or province. There are fewer library schools in Canada than in the United States, and also fewer jobs. But, if you are serious and you are qualified, you should by all means apply for positions in Canada. Just make sure the employer knows about the NAFTA Professional status. Currently, the job market for librarians in Canada is fair, and the unemployment rate is below average. The HRDC hosts a Job Futures ( http://jobfutures.ca/noc/511p1.shtml ) site that provides information and statistics on different careers in Canada. The following library job sites either list Canadian job openings or link to sites with job postings: Canadian Library Association Classifieds ( http://www.cla.ca/careers/careeropp.htm ) LIBJOBS ( http://www.ifla.org/II/lists/libjobs.htm ) - mailing list and web archive, international in scope Library Job Postings on the Internet ( http://www.libraryjobpostings.org/canada.htm ) Lisjobs.com ( http://www.lisjobs.com/nonus.htm#canada ) TA: As a brief follow-up to the excellent ideas from Susanne, I would add a note about the importance of networking and staying involved professionally. In many ways, my response to this question will mirror many of the suggestions from the answer to the above question. Beyond the basics of wanting to work abroad (learning the language, researching labor laws and the work visa issues, etc.), the key to successfully entering any job market (here or abroad) is who you know. Make professional contacts through professional organizations (ALA, CLA, etc.). Check out web sites, monitor e-mail lists, and attend annual conferences. Contact professionals currently working abroad, or folks who have worked abroad in the recent past, and schedule an informational interview. You can speak to individuals who have successfully worked abroad and ask them how they got started. You can also speak with other librarians currently working in the area to which you may be considering relocating. In addition to gathering information about the area, information interviews will also widen your network of professional contacts. Below are a few links to online resources that I hope you will find helpful in your research: ALA International Relations Committee (IRC): http://www.ala.org/Content/NavigationMenu/Our_Association/Offices/Int ernational_Relations2/International_Relations_Committee_(IRC).htm OR http://makeashorterlink.com/?U16336A46 ALA International Relations Office: http://www.ala.org/Content/NavigationMenu/Our_Association/Offices/Int ernational_Relations2/International_Relations.htm OR http://makeashorterlink.com/?M47313E56 ALA International Relations Office list of International Associations, Organizations and Conferences: http://www.ala.org/Content/NavigationMenu/Our_Association/Offices/Int ernational_Relations2/International_Associations,_Organizations_and_C onferences/INTERNATIONAL_ASSOCIATIONS,_Organizations_and_Conferences. htm OR http://makeashorterlink.com/?F2B324A46 ALA International Relations Round Table (IRRT): http://www.ala.org/Content/NavigationMenu/Our_Association/Round_Table s/IRRT/IRRT.htm OR http://makeashorterlink.com/?K1D321A46 International Federation of Library Associations and Institutions (IFLA): http://www.ifla.org Have a question for the Library Career People? E-mail it to librarycareerpeople@lisjobs.com, and you could see it answered in an upcoming column. Sorry, we cannot provide personal responses. About the Authors Tiffany Allen is currently serving as the Assistant Personnel Librarian at the University of North Carolina at Chapel Hill. Prior to her work in academic librarianship, Tiffany worked in a variety of libraries, including a small non-profit library and a large corporate research library. Susanne Markgren is Reference Coordinator and Web Librarian at the Levy Library, Mount Sinai School of Medicine, in New York City. Her career experience encompasses a variety of positions in different types of libraries, including public, special, and academic. ======== *** Post your resume online: http://www.lisjobs.com/resumes.htm ======== Management in the Middle: Life is Unfair by Lisa A. Ennis (Lisa.ennis@gcsu.edu) I never intended to become a government documents librarian. In fact, I entered library school in the fall of 1996 with the hope of becoming a systems librarian. Yet the same love of a good challenge and of fixing things that originally drew me into systems work also drew me into government documents in 2001. Background Bounced from area to area, the Documents Collection at Georgia College & State University had fallen into disarray over a number of years. When an April 2000 inspection was scheduled, a colleague volunteered to take it over. This person made a valiant effort to improve the collection, but simply lacked the time and resources to prepare for the inspection. The collection was found non-compliant in five of the seven areas (Bibliographic Control, Maintenance, Human Resources, Physical Facilities, and Public Service) inspected by the Federal Depository Library Program inspectors, and placed on probation. When this colleague resigned in December 2001, the library was faced with another looming inspection - and with no Documents Coordinator. As a result of the resignation and devastating inspection report, the library faculty was charged with deciding if the library should try and "fix" the collection or relinquish its depository status. The vast majority of the library staff felt that the collection was too important and that too much work had already been completed to just give up, but wondered if the collection could even be saved - and who would take over as Documents Coordinator? I do love a challenge, so I volunteered to take on the Collection. The Challenge I officially became the Documents Coordinator on February 1, 2001. Having only a modicum of supervisory and documents experience, I felt this was both an amazing opportunity and a chance to try out some of the management and team building strategies I learned in school and by observation. Besides the nuts and bolts of actually correcting the deficiencies noted in the inspection report, I had to manage people up, down, and laterally and convince all of them that this unpopular, problematic, and neglected collection was a worthwhile resource - and even fun! Getting Organized The first thing I did was to take the April 2000 report and carefully organize everything that needed to be done into three categories: things I had to complete, things that I could delegate, and things that could not be changed. Working from these three categories, I tried to approach everything systematically, with a positive, upbeat attitude - even though I often felt overwhelmed and fearful about the re-inspection. Eleven months later the chief inspector visited the library, and stated in the inspection report that "as the Inspector walked through the collection, there was no indication of the poor condition that was noted in the previous inspection..." and that "it was almost as different as night and day!" The library was found compliant in all seven areas, and the probationary status was lifted. The best thing about this wonderful success story is that every single person in the library played a role in making the re-inspection so successful. Communication Communication is a key concept. Having worked at places where communication both up and down the hierarchy was poor, I was determined that everyone knew what I was doing, why it had to be done, and when things were scheduled. For instance, one task I had to complete was a Policies & Procedures web page. I made sure this site was available to the entire library throughout its creation and revision, and invited people to comment and make suggestions. The day before the inspection, I visited each department in the library to see if there were any last-minute questions. This small act was highly appreciated. I also found that communicating with people and asking for opinions and comments began to make them feel involved and invested in the collection. Try, Try Again Effort counts! Sometimes you just have to do the best you can with what you have. One of the biggest problems that faced the Russell Library involved second floor access. Built in 1932, and then renovated in 1968, the building never had an elevator. With Documents located on the second floor, physical access to the collection was limited. While none of us could install an elevator, we could make every effort to provide access. We made new signage instructing people to ask for help inside the building and purchased large directional signs for outside the building. We took what we had to work with, did the best we could with it, and moved on to the next task. Feedback Counts Positive reinforcement works! As an employee, I've always enjoyed being told "good job" or "thanks - couldn't do it without you." So, I made an effort to show and tell every single person that each thing they did, big or small, was a big deal, and that their efforts were valued and appreciated. What I found was, not only did they appreciate a simple "thank you," but they also asked what they could do next! They were excited and positive about Documents and the inspection. Overall, my management experience, with all levels, came down to a single "golden rule" - do your best to treat people the way you would want to be treated. Lisa Ennis is a librarian at Georgia College & State University in Milledgeville, Georgia. ======== *** Find a library job! http://www.lisjobs.com ======== Managing Up At Your Library: Working Towards Building Effective Relationships by Zahra M. Baird (zbaird@westchesterlibraries.org) In any library hierarchy, whether you work as support staff, a clerk, a assistant, a librarian, or senior librarian, there is always someone above you to whom you report. Someone manages you. If you are a full-time library employee, chances are that you have spent half of your adult life at work at your library - AKA, your "home away from home." It is essential to cultivate your work relationships, since you spend a large portion of your life at your library. Managing Up Do you love your library, but dislike working for your current supervisor? Do you wish you could break out of the relationship pattern you have established with your boss? Do you find yourself being managed by inexperienced, incompetent, or self-absorbed department heads, supervising librarians, assistant branch librarians, assistant directors, or library directors? Are you interested in getting more out of your employer/employee relationship? If you answered "yes" to any of these questions, do not despair - there is hope! You can turn the tables, shift your perspective, and start managing those above you. How? By applying the tools, concepts and strategies that support the concept of "Managing Up." Join the masses of people who are creating a productive and effective partnership with supervisors and strengthening relationships with their bosses and colleagues. Selective Strategies A plethora of self-help literature provides ideas on how to manage your supervisors. Advice in these books ranges from the common sense principles of communicating clearly, setting high personal standards, and seeking to be assigned more challenging tasks, to extreme suggestions about doing anything to make the boss look good, regardless of what you have to endure. Some even suggest rummaging through your bosses' wastebaskets to keep on top of things! It is important to note that not every strategy or suggestion will work for you, as each person's library situation is different. In order to create an effective managing up strategy, though, you must become familiar with the essential components. Managing up does not involve playing head games, manipulating, morphing into your boss's shadow in order to become an extended version of him or her, changing yourself to become untrue to your morals, values and beliefs, or just going with flow for the sake of getting along with your boss. Balance Your Boss Since we are not all blessed with a savvy boss who adapts a leadership style to each individual, as employees, it is to our advantage to learn how to be flexible and adaptable. The first step in managing up is to look inward and undertake a thorough self assessment, so that you can clearly evaluate and identify your own strengths and weaknesses. Always be willing to work on fixing your own flaws. The second step is to accept your boss's personal characteristics. Look for ways in which your strengths compliment your boss's weaknesses - and vice versa. In order to identify your boss's management approach, it is important to understand what motivates him or her so that you can work to help achieve what he or she wants. This should always be framed within the context of your library's goals, expectations and priorities, while also incorporating your own goals. Examine your preferred work style and that of your boss. Decide if your boss is a heads-on or hands-on manager. How does your boss function best? Does he or she prefer memos? Like to talk a lot? Love to listen? Based on your observations, you need to approach them through their preferences. What type of personality does your boss have? Exceptionally formal or informal? Extroverted or introverted? How much control does he or she need to exert in order to feel in charge of the show? What is your boss's decision-making style? Does he or she prefer cold hard facts and like things very clear-cut, or is he or she more creative, relying upon intuition? Is there an openness to seeing things from a different perspective? Communication styles are very important. Are you and your boss effective communicators? Are you very aggressive and need to tone down your approach? Are you too timid and need to become more assertive? How is your message being perceived and received? Dream or Nightmare? There are many types of bosses. Few of us are managed by the dream boss, who is secure, humble, and humane. Dream bosses elicit the best from their employees by motivating them, encouraging the free exchange of ideas, being honest, welcoming suggestions, and being willing to both teach and learn. If you work for a narcissistic boss, be sure to show how you enhance his or her career and success by excelling in a supporting role. Working for a boss who is extremely critical and a perfectionist? You need to be obsessive about details. Is your boss depressed? Motivate up - and motivate the rest of your team with your own enthusiasm. If your boss is jealous and envious, threatened by your ability, be sure to keep a low profile, give credit and make him or her feel like an important part of your work life. Is your boss an emotional, disorganized, dramatic and inconsistent supervisor? Then carefully pick your moments, don't be disturbed by outbursts, and, most importantly, don't take things personally. Be the calm in middle of the storm! Regardless of what type of boss you have, in order to build a successful relationship, you must get to know your superiors and always be supportive of the person to whom you report. It is imperative to be a strong team player, by being positive, giving others credit and supporting and advancing your colleagues and subordinates. Keep abreast of library issues and current events. Whatever you do, never, ever, surprise your boss or keep him or her out of the information loop. Make sure that you align your personal goals with the library's organizational goals. When your supervisor bothers you at work, it is important to pick your battles, prioritize what bothers you, and then tolerate the lesser evils for the greater good. If you have tried everything humanly possible to improve your relationship, and you still really can't stand your boss, you can always change jobs. When doing so, it is important to recognize the value of making a lateral move as well as going for a promotion. The concept of managing up has been around for a while in the business world, so why not try it at your library? If carried out effectively, managing up strategies can modify the behavior directed towards you and enable you to feel more in control of your work life and career path. I believe in the saying that "every wall is a door." In that spirit, open the doors to career growth and satisfaction. No one else will manage your career. You must seek your own challenges and satisfaction. Remember, you have choices in how you relate to people at work. I encourage you not only to survive but to thrive at your library, by using managing up strategies! Zahra M. Baird is currently a Children's Librarian at the Chappaqua Library in Chappaqua, NY where she values being part of an active, supportive and innovative library environment. She has worked under several library supervisors, with diverse management styles, some truly horrible and some pretty great, which spurred her to research the concept of managing up. She'd love to dialogue with you, so contact her at zbaird@westchesterlibraries.org. ======== Love the newsletter? Make a PayPal donation to its upkeep: https://www.paypal.com/xclick/business=rachel%40lisjobs.com ======== From Management Class to Management by Terren Ilana Wein (terren@uchicago.edu) When I made the decision to go to library school, I was teaching composition at a two-year school, having previously earned an MFA degree in Creative Writing (good artistic choice, not-so-good career choice). I can still remember my boss saying: "In a few years, you'll be the head of a department somewhere." I pooh-poohed her at the time. After I graduated my MLS program, however, I job-hunted for one month before being offered a position at the University of Chicago - managing, by myself, a departmental library. I'd only taken one summer library management course - and now, for the first time in my life, I was in a management position. One of the reasons I'd applied for the job was that I believed that I needed to get management experience before reaching a certain age. Because my main work experience had been teaching, I hadn't had any true supervisory experience. I'd never worked with a budget. I'd never had to work with a game plan longer than one semester. All of a sudden, I had to apply my new skill set as a librarian, while also quickly honing my skills as department manager and administrator of services. At that stage of the game, I simply had confidence (surely unendingly exasperating to my coworkers): in my own smarts and uber-competence, in the education I had received in library school, and in my wonderful assistant. I dove into every task and project certain that I could do it, and that it was just a matter of making everyone see what, to me, was perfectly logical. Herding Cats And there the problems started. A new manager, I had never learned, and never been told, manager rule #1: People don't do things because you want them to do them. They do them because they want to do them. Ironically, this is also rule #1 of cat owners! Therefore, as one of the legions of cat-owning librarians, I should have known better. What do managers do? What defines a manager, and what makes one successful? Beyond mastery of your field (functional expertise), managers must display excellence in a range of interpersonal skills. Some of these will not necessarily feel "normal" - for instance, few of us practice telling others that they are not working up to snuff. You will also need to develop the ability to communicate, the ability to think strategically (have a creative vision), and the ability to develop those you are managing. I realized that I had not been completely prepared for the range of interpersonal tasks I was facing in my position. Battling Stereotypes As I discovered, I had one very strong factor working against me. I was, and remain, the only information professional in my office - and in fact the first professional librarian most of my coworkers have ever worked with. All of us in the library field know about the stereotypes and misconceptions others have of us: starting with the one that anybody could do our jobs. So, I not only had to deal with my own learning curve vis-à-vis management, but at the same time needed to struggle against misconceptions about my role, my abilities, my level of professionalism, and my goals. Since then, I've had two promotions (well, two title changes, at least!). I've been given additional responsibilities in recognition of my abilities, and have tripled the number of people I supervise. My director and colleagues have praised my creative vision and my abilities to make policies and procedures, to manage others, and to "get things done" - in other words, to administer. One of my student workers gave me the wonderful compliment that I am a "kind yet disciplined" boss. However, it's been a bumpy road, full of power struggles, fear of failure, pitfalls, and even the feeling of "running on fumes" sometimes. Transitional Tips What would have made my move from management class to management smoother and safer? Here are some of my tips for others looking to make the move: * Take on some management/administration tasks as soon as possible. For instance, when I was teaching, I applied for a position within my school that would have added five hours of work to my load - for more money and the chance to administer a small project. If you're a student, freelancer, or unemployed, you might want to look around for a student group or volunteer group in which you can take on some management responsibilities. I didn't get that first job, but I still think having dipped my toe in the water would have made my transition to management easier. * If you're a student, by all means take administration/management classes. If you're already working, see if there is professional development money for you to take a management class. Check out the local community colleges to see if they offer some inexpensive management courses. See if your local professional organizations are offering or will offer anything library-specific. If you don't have the time or money to take a class, call the school where you got your MLS and ask to be put in touch with whomever teaches management. Ask them for reading recommendations. * Look the part, but don't have an extreme makeover. I wear very casual clothes to work sometimes, but always make sure to wear something professional to meetings with people outside my office. This is especially important for women, younger grads, and minorities. Professional clothing is a kind of armor. It helps you define your role and keep your professional and personal lives separate - and also makes changing into those pajamas that much more rewarding. * Act the part. Interpersonal skills will make or break you as a manager. I learned this the hard way; and, through hard work and a lot of adaptive mechanisms, I was able to change many of my behaviors for the better. Beyond the subject expertise you no doubt have, in order to be in management, you are now required to work, work, work on your "soft" or people skills. Everybody must approach this individually, and in the manner that's right for your organization. As you make the transition into management, I suggest to you that you start with an honest assessment of yourself - your weaknesses and your strengths. Remember that you will never be perfect. Remember that other people will never be perfect. Just keep trying to be a little bit better. Terren Ilana Wein is the Assistant Director, Library & Information Services, at The University of Chicago's Career & Placement Services and an alumna of the Graduate School of Library and Information Science (GSLIS) at the University of Illinois, Urbana-Champaign (UIUC). She can be reached at terren@uchicago.edu. ======== Have technology responsibilities in your library? Check out The Accidental Systems Librarian! Information and links online at http://www.lisjobs.com/tasl/ . ======== Managing a Library With Limited Resources by Apollonia Nankya (anankya@yahoo.com) I consider myself lucky to have found a job immediately after graduating with a Bachelor's degree in Library and Information Science in January, 1998. Before graduating from university, I thought I would be employed in a traditional library, and that my job would only involve classifying, cataloging, shelving books, and other routine activities. My first job was at St. Thomas Aquinas Library at Katigondo National Major Seminary in Uganda, where I was employed as Assistant Librarian. I reported directly to the Chief Librarian, an eighty- three year old Catholic priest. He was highly organized, systematic and had a good memory. Little did I know that this was the beginning of my career in library management - whenever he was away on official duties, for example, I was left in charge of the library. I learned as much as possible about the many aspects of the Chief Librarian's job. Apart from managing the library, he was involved in all other technical activities - from ordering, acquisitions, accessioning, classifying, cataloging, shelving, purchasing, filing, typing catalog cards, and writing instructions for the binder, to supervising library personnel. At this first job, I was mainly responsible for conducting library skill classes for freshmen and helping both faculty and students in the seminary to compile bibliographies for their research. Thereafter, I left for another job, where I was employed as Deputy Librarian. I was then promoted to the position of Head of the Bugema University library department a year later. I used most of the skills that I acquired when I was Assistant Librarian in my job as Head Librarian, which was very challenging. There were many activities to be performed, yet the resources were limited - few qualified personnel, low operating budgets, inadequate information materials - and the list goes on. How do you proceed under such circumstances? Plan Ahead I used departmental quarterly plans as a basis for predicting future workloads for my staff. Another important aspect of the planning process was my previous experience and knowledge of the factors that could have an impact on the smooth running of the library. For example, we lacked the space for a separate processing room. We therefore scheduled most technical tasks for the holiday period, because it was difficult to process information materials during the semester, when students had to be attended to. We also hired library science graduates on contract basis to perform these tasks. Make Use Of Your "To Do" Diary I regard planning as an important tool in managing my work and achieving results. At the end of each working day, I listed tasks to be performed the next day and assigned them priorities. My diary has features that are easy to use - the day, date, and specific times of each working day. This helps you to write the tasks in the order in which you want them performed, and you can also check the boxes against each task after you have accomplished a given task. Your plan should be flexible, in order to leave room for unforeseen circumstances. Empower Your Staff If you work in a library facing budgetary constraints, and have to hire student workers to provide "cheap labor," then you should consider teaching them as many skills as possible. Perhaps you and your colleagues can perform all professional duties and let the student workers perform all other tasks in the library that do not require prior training in library science - of course, with the appropriate supervision and guidance. Delegate responsibility and delegate skillfully. If you want to develop you subordinates' skills and abilities, you have to give them responsibility. Before delegating tasks, you have to have knowledge of your subordinates' capabilities, strengths and weaknesses. Delegate tasks to appropriate staff and give them the necessary support. That way, your job gets easier and your staff more productive. Remember: You do not have to do everything yourself. You do not want to fall apart, do you? Embrace Lifelong Learning Boost your career with new techniques and skills. Learning is a life- long process. There is no standard way of managing a library because one management technique may work for one library and may not work for another. You can improve your management skills in various ways. You could read articles and books on library management. You could also attend workshops, conferences or even short courses in management and tailor what you learn to your field - the library. Speak to other library managers and learn as much as possible from them. You can also seek their advice on library management. We are stronger together than we are alone! Apollonia Nankya earned a BLIS (Bachelor of Library and Information Science) from the East African School of Library and Information Science at Makerere University, Uganda in 1998. She has been the Head Librarian at Bugema University Library. She is currently pursuing a post-graduate diploma in Human Resource Management at Uganda Management Institute in Kampala. ======== *** Advice, articles, and salary information for librarians: http://www.lisjobs.com/advice.htm ======== Developing Leadership Skills and Gaining Experience by Amy Gonzalez Ferguson (AmyGF76@fastmail.fm) Librarians wanting to move up the career ladder need to develop their leadership skills and abilities. Leadership expert James McGregor Burns defines leadership as the mobilization of others and self to achieve goals. He further defines "transformational leadership" as the ability to raise and transform the goals of followers. In their 1985 book, Leaders: The Strategies for Taking Charge, Warren Bennis and Burt Nanus also identified four qualities commonly found in transformative leaders. In her study of library leaders, Brooke E. Sheldon confirmed that these four qualities frequently appear in library leaders. These qualities are: 1. Vision 2. Communication 3. Trustworthiness 4. Positive Self-Regard Fortunately, library employees interested in developing these qualities have many avenues to explore. Leadership Opportunities Those truly interested in gaining leadership experience can find opportunities in a variety of places. Community involvement, professional associations, and your employer provide several places to gain leadership skills and practice the skills listed above. Within your own organization, you have many opportunities, such as when working in teams, to develop these abilities. Professional associations such as ALA give further opportunities to exercise leadership. ALA's New Members Round Table (NMRT) offers new librarians a chance to get involved immediately and to develop leadership skills. You can also develop leadership skills through community involvement, such as in churches, city boards and hobbyist clubs. The possibilities are endless. Focus Your Vision Bennis's first leadership quality involves vision. A leader possesses a vision and embraces it. Visions attract others and grab their attention; a leader is able to convey his or her vision to others and use it to motivate them. This can be a vision of where the organization is headed, how a department or unit will contribute to the organization's mission, the completion of a project, or any number of things. While developing your leadership skills, learn to recognize a vision and pursue it. Visions present themselves to library and information professionals in a variety of settings. Most likely your place of employment will even provide you with either a written vision statement or an informal, understood vision. Professional associations, their units, and local organizations also have visions. The Membership Promotion and Relations Committee of NMRT seeks to recruit new members and retain current members, for example. As a member of this committee, Brent Spencer embraced this vision and acted on it; seeking ways to inform new librarians about NMRT, he initiated a project to contact recently-hired librarians. Power of Communication In order to motivate others with your vision, you must be able to communicate it to them. Sheldon provides a simplified formula of successful communication: (1) emphasize simply stated values and one or two dominant themes; (2) listen; and, (3) "[understand] that the value of power is sharing it." The first two aspects of this formula are vital to reducing miscommunication and misunderstandings. Try keeping oral and written communication concise and simple. Listen actively. Repeat what you have heard, even when you think you understood the first time. The third part of Sheldon's formula relates to maintaining relationships. Not only must you listen, but you must also allow input. Dana Newman developed an understanding of the importance of this aspect of communication on Anne Arundel County's Learning Libraries team in Maryland. She now consults with her co-workers when completing major projects, and incorporates input for best results. Stand for Trust Bennis states that "trust implies accountability, predictability, reliability." Good leaders maintain consistency in their words and actions. Not only do they tell us what they plan to do, and do what they say they will do, but good leaders also repeatedly make decisions that support their vision and stance. Maintaining a stance involves patience and persistence. Don't be afraid to share your ideas or suggest plans of actions. Give others the chance to consider your ideas, but don't allow them to forget them. Let your actions reflect your vision. Gaining trust also requires that you take your responsibilities seriously. As past NMRT President Joseph Yue stated: "Bad reputation [sticks] on people's minds and [travels] faster than a good one across ALA units." This is true within any organization, and across the field in general. Learn Positive Self-Regard In addition to the qualities discussed above, leaders are also learners. Leaders learn from books, mentors, observation and experience. To gain experience, we often must step out of our comfort zones. This requires positive self-regard and further strengthens it. According to Bennis, positive self-regard consists of: (1) knowing your strengths; (2) further developing and enhancing these strengths; and, (3) determining the fit between your strengths/weaknesses and the organization's needs. Learn to take chances. If you know your strengths and weaknesses, you will be able to decide if you truly have the ability to take on a role or task. Compensate for your weaknesses by learning to remedy them (by reading books, attending seminars, etc.), or by sharing tasks with others whose strengths balance yours. Also, learn to learn from failure. There will be times you make mistakes - don't dwell on these mistakes, but do look for the lessons in them. Final Thoughts Most leadership skills can be obtained and practiced at any level of an organization. Nevertheless, if you plan to seek a management position, formal leadership positions could provide a boost to your resume. As mentioned above, NMRT provides many opportunities. You can also seek committee appointments with your current employer by volunteering or by informing your supervisor of your interest in committee work. Like most opportunities, you will gain from leadership positions what you put into them. To fully develop vision, communication, trustworthiness, and positive self regard, you must practice these skills. Bennis and Nanus teach us that learning to lead is "a deeply human process." Reading and observation will provide you with the theories, but only experience and application will allow you to develop leadership skills. References Bennis, Warren and Burt Nanus. Leaders: The Strategies for Taking Charge. New York: Harper and Row, 1985. Burns, James McGregor. Leadership. New York: Harper and Row, 1978. Sheldon, Brooke E. Leaders in Libraries: Styles and Strategies for Success. Chicago: ALA Editions, 1991. Amy Gonzalez Ferguson currently works as a Reference Assistant in the Baylor University Libraries where she has chaired and served on several committees. She also serves as Councilor and Webmaster for the Texas Library Association's Library Support Staff Round Table and co-chairs the Membership Promotion and Relations Committee of the American Library Association's New Member's Round Table. ======== *** Your ad here: http://www.lisjobs.com/ratecard.htm#newsletter ======== What's Online? Recommended Resources Selected chapters from Management Basics for Information Professionals, by G. Edward Evans, Patricia Layzell Ward, and Bendik Rugaas. Includes: Women in Management, Cultural Diversity, and Career Development. http://www.neal-schuman.com/managementbasics.html "Attributes for the Next Generation of Library Directors," by Arthur P. Young, Ronald R. Powell, and Peter Hernon http://www.ala.org/Content/NavigationMenu/ACRL/Events_and_Conferences /hernon.pdf OR http://makeashorterlink.com/?R4F324E56 "Survival Skills for the First Time Library Supervisor," - An InfoPeople Workshop http://www.infopeople.org/training/past/2003/survival/ SLA Leadership & Management Division http://www.sla.org/division/dlmd/ "What Becomes a Manager Most," by Michael Perla http://www.marketingprofs.com/2/perla1.asp ALA's Library Administration & Management Association http://www.ala.org/lama/ ======== But I Want To Hold It In My Hand! Print Resources Giesecke, Joan. Practical Strategies for Library Managers. Chicago: ALA Editions, 2001. $40.00. ISBN 0-8389-0793-8. Purchase from Amazon.com: http://www.amazon.com/exec/obidos/ASIN/0838907938/librarisjobsearc/ Practical Strategies for Library Managers is a concise book for the new library manager. Joan Giesecke provides a good overview of what is needed and expected, and gives numerous questions for managers to ask themselves. Not only does she discuss how to become a manager, but she also covers the changing environment of middle managers and the new roles they play. She walks readers through the steps in taking charge of a department, emphasizing that how a new manager begin the job greatly affects her acceptance. Other issues addressed are the management skills one needs: mentoring and managing professionals, planning skills, decision-making skills, and communication skills. Chapters on how to structure the department and how to tie everything together round out the book. Practical Strategies is designed to help the middle manager by outlining strategies to successfully manage a department or team and explaining how to become a leader with these innovative and hands-on strategies. Reviewed by Cassandra Osterloh, Instruction and Reference Librarian at the University of New Mexico, Zimmerman Library. --- Stueart, Robert D. and Barbara B. Moran. Library and Information Center Management, 6th ed. Greenwood Village, CO: Libraries Unlimited, 2002. $50.00. ISBN 1-56308-990-4. Purchase from Amazon.com: http://www.amazon.com/exec/obidos/ASIN/1563089904/librarisjobsearc/ The new edition of this standard text on library management contains few surprises; it aims to build a decision-making foundation for library and information center managers in a variety of environments. Those keeping older editions as reference should update for discussion of new developments. While the title is thorough, and most examples are library-specific, a good deal of discussion seems to be based on general data about "the American workforce" and on general management theories and principles. More attention to the special nature of library management would be useful. Sections include: * Evolving (including managing change and the evolution of management theories over the years) * Planning (including strategic planning) * Organizing (including structuring the library/information center as an organization) * Human Resources (including staffing and hiring, evaluating, and legal issues) * Leading (including the use of psychological and management theory to motivate and manage employees, becoming a leader, and communication issues) * Coordinating (including statistics and benchmarking, and budgeting) * Managing in the 21st Century (including needed skills) Those seeking theory-heavy comprehensiveness and a historical perspective should invest, while those seeking more succinct, hands- on discussion should instead turn to shorter, topical management titles from ALA and other publishers (see above). Most useful for students and those seeking a thorough introduction to management theory as it affects libraries; excessive jargon, extensive footnotes, and a decidedly academic tone might put off working library managers. A supporting web site is available at http://lu.com/management/. ======== Info Career Trends is copyright Lisjobs.com and Rachel Singer Gordon. Permission is granted to forward this newsletter in its entirety as long as the contents remain unchanged and this copyright message is included. For permission to reprint articles in this newsletter, contact the individual authors. If no author is listed, contact editor@lisjobs.com. If you find this newsletter useful, please consider becoming a voluntary subscriber for $10(USD)/year. Donations are accepted via PayPal: https://www.paypal.com/xclick/business=rachel%40lisjobs.com Or, send a check or money order made out to Rachel Gordon to: PO Box 6931, Villa Park, IL 60181. 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