Is this Seat Taken?

In the article from future ready 365 Is this Seat Taken, the author makes the point about meetings....are the meetings only with information professionals, or is there a cross-functional group representing business units and other functions. The article notes that it is in librarians best interest to get out from the desks and the backrooms and let everyone know about the value that information professionals can provide to the organization. Demonstrate your value to the company/organization...be the person that can provide answers for strategic (long term goals) needs, and not be a passive player.

The article also notes that it is time to break the stereotype of the librarian who waits for people to come, it is time to be aggressive in selling the worth of the information professional to the organization. I do wonder if this is the past of history of the profession, or if it is the expected behavior of a gender? I would venture that women make up the majority, perhaps the vast majority of the profession and gender expectations have frequently been for women to be the modest, submissive, supportive of others. In these days of really restrictive budgets, where all organizations are looking to eliminate the unnecessary, it is critical that all information professionals, regardless of gender, promote and inform the parent organizations of their value.

http://futureready365.sla.org/12/09/is-this-seat-taken/

As the Web Fades Away

An article in American Libraries "As the Web Fades Away" spoke of the end of the Web as a browser. From an article on Wired, "The Web is Dead" that the Web constitutes only 23% of internet traffic. The article believes that the shift is from open, web browsing to more specific, closed platform that are available on mobile devices, smart phones and the growing app market. These apps are specific, special purpose devices rather than the general, open searchable web.

This article from American Libraries notes that this seems simplistic. Migration away from web browsing to apps, widgets, gadgets, etc. negates quality, depth, and accuracy. This is especially true for all librarians who practice mobile or roving reference. The latest thoughts on good customer service is to get librarian out from the desk, removing barriers, and going out to meet patrons. True in public libraries, academic libraries and special libraries, it is common belief for librarians to go where the clients are, rather than the other way. But to accomplish this, the new technology of tablets is key. Again this device is mostly app driven resources. Although tablets can search the Web, it does seem like a laborious process. I occasionally use an I-Pad as a mobile staffing initiative... the amount of time to access the libraries webpage, resources, databases, and reader advisories is not easy. Technology can solve this problem....something that is portable, light, Web responsive but also has all those clever apps.

Janes, J. 2010. As the Web Fades Away. American Libraries, October, p. 35.

FEDLINK

After reading an article in SLA Information Outlook, I got interested in FEDLINK, the website for federal librarians. Through Library of Congress, this site has all kinds of information for special librarians. It included the core competency report, which was an article in the Jan/Feb edition of Information Outlook. The website also included links to digital preservation newsletters, the directory of federal libraries, content management resources. Also, links to best practices for telework programs, the handbook for federal librarians, and information on copyright, including a brief lecture on the legal basis of copyright laws. There were also links on material preservation and care of collections. An important link for Floridians was disaster planning.

With the exception of the Library of Congress, I had not realized the nature and scope of federal libraries. This site was very informative and had loads of useful information.

www.loc.gov/flicc/

Library Competencies

I read two different articles in the current issue of SLA Information Outlook, that both addressed the need to document library competencies. The first article by Sandra Hirsch Preparing Future Professionals through Broad Competency Planning, addresses the need for the graduate LIS programs to provide coursework necessary for the graduates to meet the competencies for the libraries and also the wide range of professions that information professionals can be valuable. Employers spoke of the need for recent graduates to have effective written and verbal skills, a passion for continuous learning and adaptability to new technology and proficiency with current and emerging information technology. Furthermore, San Jose State University LIS program has listed 15 core competencies that all graduates should have proficiency that also reflect these interests. One of the competencies was to design, evaluate and query information retrieval systems. These seems extremely specialized technical knowledge. It seems redundant for a library professional to design an information retrieval system when Millennium, Sirsi, TLC, etc have already done that. It is relevant to understand what parts of these integrated systems fit best with the organization's needs. Another was to "understand the system of standards and methods used to control and create information structures and apply basic principles involved in the organization of and representation of knowledge." This, I believe is original cataloging. Again these seems like very specialized knowledge.

The second article Updating Competencies for Federal Librarians by Carol Ramkey spoke of the need to have documented competencies for federal librarians. The working committee for FEDLINK (federal library and information network) devised levels of competencies:

agency and organization knowledge

collection management

content organization and structure

library leadership and advocacy

library technology management

reference and research

specialized knowledge/skills/and abilities.

While working on these competencies, the working group realized that they were falling into a organization pitfall of referring to job requirements determined by the grade system of the federal government. Federal librarians are hired at grades 9, 11, 13, 15 and each grade has specific levels of responsibilities and knowledge. The FEDLINK working group reevaluated their work and established basic, advanced and expert competencies. They also realized that depending on the position, an individual might have expert competencies in one area, but basic in another.

This seems like a realistic approach to core competencies. It seems logical that all librarians, particularly those who work in special libraries would have these knowledge, skills and abilities. The very technical skills to create a information retrieval system or to accurately do original cataloging does not seem a skill set that all librarians must possess, although depending on the particular job, could be necessary.

Hirsh, S, (2012). Preparing future professionals through broad competency planning. Information Outlook 16:1, p. 9-11.

Ramkey, C. (2012). Updating competencies for federal librarians. Information Outlook 16:1, p.12-15.

Ineffective Leadership

An interesting article Identifying the Presence of Ineffective Leadership in Libraries by Steven Staninger spoke that if effective leadership, particularly in libraries, includes open communication, staff development and ethical decision making, the ineffective leadership must be the absence of t these elements. Staninger argues this is not necessarily true.

The presence of certain factors, moral disengagement ( disregarding the negative effects of workplace actions) and micromanagement are key elements to ineffective leadership. The article argues that hierarchical power structure, which centralizes the authority in one person (director) or a few so that the rest of the organization is disenfranchised is a telling sign of ineffective leadership. Studies have shown that team dynamics which involve all share holders Moral disengagement can include public humiliation and/or delay of decisions. Inflexibility and control are the hallmarks of micromanaging. Also included in this article is the advice that effective leaders must think institutionally. All libraries are a part of larger organizations: with academic libraries it is the university, with special libraries it is the host organization, with public libraries it is some form of government.

This article was shared by the library director of Martin County, who is new to the job. I believe he saw the previous leadership as ineffective, all of the hallmarks of poor leadership were evident, and he is making a very conscious effort to remedy this. He is very focused on team structures and shared communications. I also believe he is very thoughtful about what makes an effective leader, a vibrant organization and engagement. I know that I am now very aware of elements of leadership.

Staninger, S. (2012). Identifying the Presence of Ineffective Leadership in Libraries. Library Leadership and Management, 26 (1).

http://journals.tdl.org/llm/article/view/5782/5815

Elephants in the room

An article in Association Management, Evict the Elephants, spoke of the need to get rid of the elephant in the room for associations, and any organization. Using a phrase from family therapists, to discuss the "elephant in the living room" among family members that deal with destructive behavior, the concept has been applied to organizations. This article identified three types of elephants: gossips, mediocrity and negative politics.

Gossip, by the practice ,undermine productive communication and is often toxic. The article suggested for the organization leaders to engage in open, constructive communication and to hold everyone to these standards.

Negative politics in the organization result in factions, a lack of productivity and bad feelings. The organization leaders must listen to the different opinions, addressed these problems head on and permit employees communication avenues.

Mediocrity is contagious and promotes negative workplace behaviors. The article recommends to establish clear guidelines and expectations about work productivity.

Expect, engage and equip were the three common methods to get rid of the elephants.

I think some of this is for leaders of the organization and supervisors to be extremely proactive about their staff. See who is busy at the water cooler, or makes the rounds between offices and then redirect that behavior. Look at the employees who can't seem to get the work done, or the work is incorrect. A supervisor must look for ways to improve that job performance and put the fire back into the worker. Office politics is unavoidable, but open communication with everyone can minimize it. In short, be a vigilant, mentoring, motivating supervisor to keep the elephants out of the room.

law library in Martin County

In a conversation among various staff members of Martin County Library, we were discussing the importance of the law library in Martin County. MCLS recently hired a new director, after the position had been left vacant for nearly 2 years. The former director did not believe that the law library should be a part of the library system. Her objections were primarily that although the idea behind it was for the citizens of Martin County to find legal resources, in reality attorneys were the majority of the patrons. The previous director also objected that the law library was extremely specialized in terms of resources, databases and staff, and not appropriate for a public library system.

Staff speculated on the what the feelings of the new director might be. I ventured that the current director might have a different opinion. He has very strong ideas that one of the primary goals of the public library is to foster the well being of the community and to be very engaged.

In the conversation with other staff members, I remarked that the law library is a valuable resource for everyone in Martin County. While it is used extensively by attorneys, and also has needed information for patrons who wished to research the law, or file motions pro se.

Mobile Reference

I have gotten interested in the benefits of mobile reference for libraries. The ability to embrace new technologies to help provide information for the patrons present new challenges and opportunities for librarians. I believe that providing information, regardless of what format it occurs, has always been the heart of librarianship.

The brief article, Apple, Google Upending Enterprise Mobile Strategies mentioned the BYOD, Bring Your Own Device with the popularity of the smart phones and tablets. Previously, the employer supplied the technology at the workplace. With the rise of these devices by Apple and the android platform, employees are embracing BYOD.

http://www.sla.org/io/2011/12/1074.cfm