Leadership in the Library Industry

By Turner Masland on October 17, 2011 • ( 7 Comments )

View of the British Library Reading Room. Photographed by Hugh Chevallier. Posted here under a Creative Commons License.

I love theory. The ideas that disciplines and professions are based off of. The bedrock of our world views. The base of our ideologies.

Some of my favorite courses in library school were the foundation courses. At the time they were frustrating, because I wanted to be working in a library. But now that I am working in the field, I appreciate those theory courses the most.

I find LIS theory to be a fascinating creature. We have our own theorists (like Ranganathan, Dervin and Kuhlthau) but we are also a discipline of adoptive theory. Communication, education, business and management, sociology, gender studies, even engineering theories (HCI and UX principles are starting to take over the profession) are all relevant to LIS.

One of the last required foundation classes I took was Management and Leadership in the Library Industry. While most of the class discussions were focused on Taylorism and Scientific Management versus more current humanist approaches to management, our instructor provided a very interesting recommended reading list. On it were authors whose books are typically found on the shelves of business sections: Stephen R. Covey, John P. Kotter, Malcolm Gladwell, Daniel H. Pink and Peter F. Drucker. I’ll admit: at first I scoffed at these books. Having a background in sociology, I want my theorist to be a bit grittier (and a bit more European): Foucault, Durkheim, Marx, Marcuse and Weber. So I pretty much stuck to the required reading and was none the wiser…

…until recently. I had a good friend (and non-librarian) recommend Good to Great by Jim Collins. This was a title that was on that recommended reading list, and one that I normally pass over. But the friend who recommended it was not someone I would think of as reading it: she spent a number of years selling fair-trade organic coffee, has spent a fair amount of time traveling in Africa and Latin America (including Chiapas, land of the Zapatista) and only recently started working for a corporation (Whole Foods) because of the horrible economy. Not exactly your rank-and-file corporate worker. So I had to check this book out.

Much to my surprise, I am really enjoying it, and finding much of Collins’ ideas surrounding leadership 100% applicable to libraries.

The most relevant lesson taken away so far is what Collins calls “the window and the mirror” theory:

“[Top-tier] leaders look out the window to apportion credit to factors outside themselves when things go well….At the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly. The comparison leaders did just the opposite. They’d look out the window for something or someone outside themselves to blame for poor results, but would preen in front of the mirror and credit themselves when things went well. (Collins, Good to Great, p. 35)”

Collins uses steel producing companies to exemplify this idea. CEOs of mediocre companies would look out the window and see internationally produced cheap steel as the reason why their companies were not reaching their potential. While the CEOs of top steel companies saw the internationally produced cheap steel as an opportunity. The competing companies would have to ship the steel to the US at exorbitant prices, giving the American companies a distinct advantage. Likewise, these top companies look at their own operations for ways to improve their business, rather than blame outside factors for their failures.

I think the window/mirror theory is an excellent mindset not just for individual leaders, but for the library industry as a whole. We could look at declining circulation counts or reference questions as a factor out of our control that is pushing our services to the periphery. Or, we can look at the changing information searching behaviors of our patrons as an opportunity to offer innovative services and resources that exceeds our users expectations.

For example: In 2009, Project Information Literacy released a progress report, with findings that describes course readings, Google and instructors as the first resources students turn to when researching topics for their school work, and librarians as an overlooked resource. Looking for external factors to blame for lack of library use, this study could be a shining example. Instead, we should look at the fact that students are rarely seeking out librarians as an opportunity to create new services (such as embedded librarianship or collaborating with instructors and faculty) to better assist students. And we should be looking at our current services for potential areas of improvement.

It is widely know that we live in a time of change. Libraries of all types are facing major budget cuts, and we are fighting tooth and nail for what resources we do receive. Rather than being Chicken Littles about it, looking out the window to avoid falling pieces of the sky, we should be looking at the changes we face as the new reality and continue to offer excellent services and exceed our users expectations. Now is the time to ensure our place as leaders in the fight for a citizenry who is not just information literate, but information fluent.

I know that this book has been out for over a decade, and some of the companies that Collins have listed as “great” companies have been the most affected by our current recession (such as the now defunct Circuit City), but Good to Great is still an excellent read. It’s worth checking out. But, as my hero Levar Burton often said: “You don’t have to take my word for it…”

Categories: Professional Life

Tagged as: Curriculum, Professional Development, theory, to-read