Managerial Leadership for Librarians

1. Effective managerial leadership requires understanding sector differences

There are three broad organizational sectors—that is, categories into which organizations are placed—for-profit, nonprofit, and public.

Sector distinctions matter. Public and nonprofit libraries face unique challenges compared to for-profit organizations. They have more stakeholders, less flexibility in decision-making, and different accountability structures. Understanding these differences is crucial for effective leadership.

• Key differences between sectors:
  • Purpose: Public good vs. profit
  • Funding sources: Taxes/donations vs. sales/investments
  • Decision-making: Multiple stakeholders vs. centralized
  • Accountability: Public scrutiny vs. shareholder interests

Managers in public and nonprofit sectors must navigate complex political environments, balance diverse stakeholder interests, and demonstrate clear public value. This requires a different skill set and mindset than managing in the for-profit sector.

2. Communication is crucial for personal and organizational success

Communicating effectively makes our lives easier, regardless of context.

Effective communication is multifaceted. It involves not just speaking and writing, but also listening, nonverbal cues, and adapting to different audiences. In libraries, clear communication is essential for engaging with staff, patrons, board members, and the wider community.

Key communication skills for library managers:

• Active listening
• Clarity and conciseness in messaging
• Adapting communication style to different stakeholders
• Mastering various communication channels (e.g., in-person, email, social media)
• Understanding and using nonverbal communication effectively

Managers must also be aware of potential barriers to communication, such as jargon, cultural differences, and personal biases. Regular practice and feedback can help improve communication skills over time.

3. Authority, influence, and power dynamics shape organizational effectiveness

Power in and of itself is not bad. What makes the concept of power good or bad is how the person holding power wields it.

Power comes in many forms. In libraries, effective managers understand the nuances of formal authority, informal influence, and various power sources. They use this understanding to motivate staff, implement changes, and achieve organizational goals.

Types of power in organizations:

• Legitimate power (based on position)
• Expert power (based on knowledge and skills)
• Referent power (based on personal relationships and respect)
• Reward power (ability to provide benefits)
• Coercive power (ability to punish)

Successful managers focus on building influence through expertise and positive relationships rather than relying solely on formal authority. They also empower their staff, recognizing that shared power often leads to better outcomes than top-down control.

4. Advisory and governing boards play vital roles in library management

Board members are almost always "volunteers" and are not compensated for their board activities.

Boards provide oversight and support. Library managers must understand the roles and responsibilities of their boards, whether advisory or governing. Effective collaboration with board members is crucial for strategic decision-making, fundraising, and community engagement.

Key aspects of board management:

• Clear communication of library needs and challenges
• Regular reporting on library performance and initiatives
• Engaging board members in strategic planning
• Leveraging board members' community connections
• Balancing board input with professional expertise

Managers should also be prepared to educate board members about library operations and trends in the field. This helps ensure that board decisions are well-informed and aligned with the library's mission and best practices.

5. Vision, mission, and strategic planning drive organizational success

Vision statements are future-focused, a mission statement is purpose focused, and a value statement is what drives the service philosophy.

Strategic alignment is crucial. A clear vision, well-defined mission, and articulated values provide direction for all library activities. Strategic planning translates these high-level concepts into actionable goals and objectives.

Components of effective strategic planning:

1. Environmental scanning
2. SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
3. Goal setting (SMARTER: Specific, Measurable, Achievable, Relevant, Time-bound, Extending, Rewarding)
4. Action planning
5. Implementation and monitoring
6. Regular review and adjustment

Library managers should involve staff and stakeholders in the planning process to ensure buy-in and diverse perspectives. The resulting plan should be a living document, regularly reviewed and updated to reflect changing circumstances and priorities.

6. Environmental scanning is essential for adapting to change

Environmental scanning is not only a tool for business. Every organization, whether it is a for profit or a nonprofit, needs to be aware of its environment if it wants to be competitive—and you must be competitive if you are going to survive.

Proactive adaptation is key. Libraries must constantly monitor their external environment to identify trends, challenges, and opportunities. This information informs strategic planning and day-to-day decision-making.

Areas to monitor in environmental scanning:

• Demographic changes in the service community
• Technological advancements
• Economic conditions
• Political and legislative developments
• Social and cultural trends
• Competitor activities (including non-library information sources)

Effective scanning involves not just collecting data, but also analyzing its implications for the library and developing appropriate responses. Managers should establish systematic processes for ongoing environmental scanning and ensure that insights are shared and acted upon throughout the organization.

7. Assessment and quality control are critical for library performance

Assessing is, or should be, a perpetual activity for a managerial leader.

Continuous improvement requires measurement. Library managers must implement robust assessment and quality control processes to ensure effective service delivery, efficient resource use, and alignment with stakeholder needs.

Key aspects of library assessment:

• Output measures (e.g., circulation statistics, program attendance)
• Outcome measures (e.g., impact on literacy rates, user satisfaction)
• Cost-benefit analysis
• Benchmarking against peer institutions
• User surveys and feedback mechanisms
• Staff performance evaluations

Managers should focus on creating a culture of assessment, where data-driven decision-making is the norm. This involves not just collecting data, but also analyzing it, sharing insights, and using the information to drive improvements in services and operations.

8. Fiscal management is a year-round, multi-year activity

Fiscal management is both an ongoing concern and a challenge.

Financial stewardship is complex. Library managers must navigate budget cycles, funding constraints, and competing priorities while ensuring responsible use of public funds. This requires both short-term and long-term financial planning.

Key aspects of fiscal management in libraries:

• Budget preparation and justification
• Revenue forecasting and diversification
• Cost control and efficiency measures
• Capital planning for major projects
• Financial reporting and transparency
• Grant management and compliance

Effective fiscal management also involves educating stakeholders about library funding needs and demonstrating the return on investment for library services. Managers should develop strong relationships with funding authorities and be prepared to advocate for adequate resources to meet community needs.

9. Fundraising and grants are essential for supplementing library budgets

Libraries have had support groups that raise money for their service activities and programs for many years.

Diversifying funding sources is crucial. With limited public funding, libraries increasingly rely on fundraising and grants to support programs, collections, and capital projects. Managers must develop skills in donor cultivation, grant writing, and relationship management.

Fundraising strategies for libraries:

• Annual giving campaigns
• Major donor cultivation
• Grant applications to foundations and government agencies
• Friends of the Library groups
• Corporate sponsorships
• Planned giving programs
• Crowdfunding for specific projects

Successful fundraising requires clear communication of the library's impact and needs, as well as stewardship of donor relationships. Managers should also ensure that fundraising efforts align with the library's mission and values.

10. Project management skills are increasingly important in libraries

As work in libraries continues to become more project-driven, formal project-management training for librarians and other library staff is not necessarily keeping pace.

Projects drive innovation and improvement. Libraries increasingly undertake complex projects such as technology upgrades, facility renovations, and new service initiatives. Effective project management ensures these efforts are completed on time, within budget, and with desired outcomes.

Key project management skills for library managers:

• Defining project scope and objectives
• Creating realistic timelines and budgets
• Assembling and leading project teams
• Managing resources and stakeholders
• Monitoring progress and addressing issues
• Evaluating project outcomes

Managers should consider formal project management training for themselves and key staff members. They should also establish standardized project management processes to ensure consistency and efficiency across various library initiatives.

11. Advocacy, lobbying, and marketing are key for library success

Libraries transform is meant to give voice to the library profession, providing one clear, engaging message that showcases the transformative nature of libraries, elevating the critical role that libraries of all kinds play in the digital age.

Proactive outreach is essential. In a competitive information landscape, libraries must actively promote their value to communities, funders, and policymakers. This involves advocacy for library interests, strategic marketing of services, and sometimes lobbying for supportive legislation.

Effective advocacy and marketing strategies:

• Developing clear, compelling messages about library impact
• Building relationships with decision-makers and influencers
• Engaging library users as advocates
• Leveraging social media and other communication channels
• Participating in professional associations and advocacy efforts
• Collecting and sharing impact stories and data

Managers must navigate legal and ethical considerations in advocacy efforts, particularly for public libraries. They should also ensure that marketing and advocacy efforts align with the library's mission and values.

12. Ethical considerations underpin all aspects of library management

Everyday ethics is about guiding the decisions and actions at your library according to principles that ensure that everyone is treated fairly, that governing the library does not happen in secret, that library users have access to all types of information, and that confidentiality is respected.

Ethics are fundamental to public trust. Library managers must navigate complex ethical issues related to privacy, intellectual freedom, equitable access, and responsible use of public resources. Ethical decision-making should be integrated into all aspects of library operations.

Key ethical considerations for library managers:

• Protecting user privacy and confidentiality
• Ensuring equitable access to information and services
• Upholding intellectual freedom and resisting censorship
• Managing conflicts of interest
• Promoting diversity and inclusion
• Ensuring responsible stewardship of public resources

Managers should develop clear ethical guidelines for their libraries, provide staff training on ethical issues, and create mechanisms for addressing ethical dilemmas. They should also model ethical behavior in their own actions and decision-making.

Last updated: July 22, 2024