9/19/061 The Most Valuable Library Resource* Jordan M. Scepanski Chapel Hill, North Carolina U.S.A.

9/19/062 Microsoft Ad “Inside your company is a powerful resource, a force that can cut costs, streamline processes, create new products and services, and find and impress new customers…. It’s your people. Are they ready?”

9/19/063 Human Resources -- more important than collections -- more important than facilities -- more important than technology The single essential element in having an effective information delivery program.

9/19/064 But -- Libraries need the right kind of people and they need to be trained and organized in relevant ways.

9/19/065 People are the “powerful resource” -- the one that goes home every night!

9/19/066 University of North Carolina at Chapel Hill School of Information & Library Science Study on Workforce Issues for the Future

9/19/067 Trends Identified by UNC Study Limited or declining library budgets Constant change Fewer professional positions & fewer requiring library school training Fewer support staff positions but with greater responsibilities Role & value of library cannot be taken for granted

9/19/068 Additional Trends… Recruitment affected by location, community, compensation, opportunities for growth Retention is influenced by opportunities for growth & the culture of the institution/library Collaboration and innovation are central to survival

9/19/069 Three Major Workforce-related Challenges Leadership Organizational Culture Staff Development and Training

9/19/0610 Leadership What Leaders Do & Who They Are

9/19/0611 What Leaders Do Change agents Describe their vision for the future Motivate others Think & plan strategically Involve others in planning process Communicate clearly & listen thoughtfully Facilitate & champion innovation Commit to collaboration

9/19/0612 Leadership Qualities Integrity Honesty Commitment to staff growth & development Effective in the political environment Able to adapt to changing circumstances & situations

9/19/0613 Who Is a Leader? Not a single individual in an organization, nor only someone in an administrative or management position

9/19/0614 Library Administrators as Leaders Establish a vision and provide a direction for the library Educate everyone about the library Publicize library achievements & services Build strong relationships with key influential people Reach out to other libraries to collaborate Contribute to recruitment

9/19/0615 Library Staff as Leaders Meet with individuals outside the library Attend campus and community events Look for partnerships everywhere Identify ways to publicize the library and its services Demonstrate value of the life-long learning and research

9/19/0616 Library Leaders Are: Willing to compromise Confident in their contributions Open to different views and ideas Adapt style and approach to fit the particular situation

9/19/0617 Organizational Culture “…a pattern of shared basic assumptions that the group learned as it solved its problems…that worked well enough to be considered valid and taught to new members as the correct way to perceive, think and feel in relation to the situations/problems in group organizations.” “…tacit assumptions about how the world is and ought to be” shared by members of a group. --Edgar Schien

9/19/0618 Comments on Library Culture* Culture of the library reflects the culture of the parent institution Some libraries are comfortable, collaborative, slow to change, and homogeneous Complacency & ease rather than urgency & desire for change A “do it now” attitude exists in the corporate culture Understanding organizational culture is key to success

9/19/0619 Library Culture continued: Face-to-face encounters are being replaced with virtual connections Need to be proactive in incorporating services to meet information needs in a changing environment Staff need to see the big picture and buy into fundamental change * from papers prepared for a Summer 2005 Vanderbilt University seminar on leadership for librarians

9/19/0620 Development & Training of Staff Top to Bottom & Bottom to Top

9/19/0621 Comments on Training and Development* Library degree doesn’t prepare students for all duties Library degree won’t sustain over entire career Continuous learning must be a professional responsibility Staff need more opportunities to develop skills & leadership qualities Staff development plans, policies & programs are required & should match users’ needs On-the-job training necessary for new & existing personnel

9/19/0622 More on Training & Development There cannot be too much staff development & training Training is critical to a flourishing organization Life-long learning is required for professional success The time/money barrier can be overcome by continuing education programs that have demonstrated value Barrier of time & money is often of our own making * From the Vanderbilt Leadership Seminar

9/19/0623 A Successful Staff Development Program Addresses immediate needs first, then developmental needs for 1-2 years Addresses ongoing, continuous learning requirements of all staff Is varied in content & delivery Takes into account different needs of individuals in the organization Has measurable outcomes Is modified as necessary

9/19/0624 *This presentation is based largely on a talk by Sheila Creth of Progressive Solutions given to a gathering of librarians at a leadership seminar conducted this past summer at Vanderbilt University in the United States. The text is used with her permission