Library Management Problems Today by Wayne Disher

Author:Wayne Disher
Language: eng
Format: epub
Tags: undefined
Publisher: Rowman & Littlefield Publishers
Published: 2012-06-15T00:00:00+00:00

The New Guy Responses

Response 1

By Kathy Parker, consultant and director (retired), Glenwood-Lynwood Library, Lynwood, Illinois

Whenever a new library director comes to a library, staff are often trepidatious and have lots of questions. “What will they be like?” “Will they like me?” “What education and experience do they have?” “What are they going to change?” “How will my job be affected?” “Will I still have a job?” Other than the fact that the person has been hired as the new library director, the staff have no prior knowledge of their new boss. It is to be expected, then, that staff are anxious to know more. It is obvious by the accolades the mayor extols on him that the new library director, Michael Todd, comes to his position at Shiloh Public Library System with impressive credentials. However, Michael does not have formal library training nor has he ever worked in a library setting.

Michael comes into his new position with a lot of prior knowledge, some great new ideas, and a penchant for data. The primary library staff, clerks Miles and Harriet, have been working at the library for a while, while Faith, the new IT person, is relatively new. These library staff members have established routines and processes and believe the library has been running smoothly. Miles, Harriet, and Faith all believe that they are already providing good library service to the community, and they are therefore perplexed with the “new guy’s” credentials.

Lack of communication to and from all parties is a theme running through this entire scenario. The first indication of minimal communication is seen when we learn that the city’s mayor and library commissioners have released absolutely no information about the new library director to the library staff prior to his introduction to the community. We note even more communication problems later in the scenario when the new library director walks the library floor, taking notes and observing staff and processes without letting them know what he is doing and why. He asks for data from key staff without really explaining how and why he will use it. Library Director Todd appears to have a grand plan for improvement and forward movement for the library but does not ask for input or share his vision with staff.

While the library staff are communicating with each other, they are merely reacting to the situation and Michael’s actions, not discussing their thoughts with the one person who needs to hear from them—their new boss. Library Director Todd is moving full steam ahead, trying to gather data for his plans to move the library forward. The library staff feel that their new boss does not appreciate all that they have accomplished before he became library director and that he is a bit condescending to staff when he meets with them. This is creating some resentment and a level of distrust toward Michael—not a positive way to start a new position.

One piece of information missing from this situation is the motivation of Library Director Todd. He has mentioned that he knows the library can be brought into the modern age.

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