By Catherine Hakala-Ausperk
To aid library managers enhance their abilities and acumen, popular speaker and coach Hakala-Ausperk provides a convenient self-study advisor to the dynamic position of being a md.
Read or Download Be a Great Boss: One Year to Success (ALA Guides for the Busy Librarian) PDF
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Additional info for Be a Great Boss: One Year to Success (ALA Guides for the Busy Librarian)
Try it. You’ll be surprised what you might have missed. After the new person comes on board, your job is far from finished. Not all hires turn out well, to no one’s particular credit or blame. If yours isn’t going so well, you should know that your leadership is needed at this point more than ever. You have to fix it. Firing is to hiring as weeding is to collection development. One is really just as important as the other. Even though you may not want to, sometimes you just have to do it. You can be left with no other choice.
Principle of organizational survival—Help accomplish organizational goals by managing people properly. Unfortunately, views people as means to an end. Mitigated by next principle. 2. Principle of individuality—People are important as individuals and must be afforded attention and respect even when organizational ends may be affected. Manifest in benefit programs, privacy, no mandating [that] all think the same. 3. Principle of consistency—You can’t apply rules in an arbitrary fashion. You will lose the confidence and respect of your employees.
If you multiplied that energy times several people in your library, what might the cumulative result be? One guess—immeasurable. Think of your industry as a resource for you and your team. Where else will you learn of the newest ideas, the brightest solutions, and the smartest practices to take back to help your staff? The more you can involve staff from your library outside of your four walls, the more you’re going to know. Period. And then there’s always the added possibility that once you’re out there, you might make a contribution of your own as well.