Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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Agile-ish: Bringing Agile and Scrum into Project Management for Digital Collections Metadata
No full textImplementations of agile values and principles are increasingly seen in project management beyond their original home in software development. Most library projects drawing on agile and scrum, agile’s most popular methodology, have needed to adapt these principles and methods to varying degrees, but most have been in environments similar to software development. The Pennsylvania State University Libraries’ cataloging department was interested to see if agile and scrum approaches could be successful in managing a metadata project involving an ad hoc team, composed of members volunteering part of their time to the project, and inexperienced in the work needed for the project. While the Penn State Libraries project used extensively modified versions of agile and scrum, we have concluded that using these principles and methods, even if adapted, can greatly improve the process and the outcome of many projects
Using the Start | Stop | Continue Framework to Improve Library Operations
No full textThe Start|Stop|Continue Framework is a powerful tool for structuring conversations to elicit honest input from library personnel at all levels. Adapting this framework for team discussions rather than individual feedback enables libraries to create opportunities for meaningful engagement and meaningful improvement to library operations
Innovation and Growth: Applying Clayton M. Christensen’s Theories to Academic Libraries
No full textAcademic libraries are facing many challenges as documents become digital objects on the network and services that were once their sole province are now provided by others at network-scale. Academic libraries will need to identify and develop new services if they are to remain vital. Using two theories from Clayton M. Christensen’s work, the first on different kinds of innovation and their impact on growth, and the second on the “jobs to be done” framework, can guide librarians in this task. Understanding the different types of innovation and the results they bring should shape budget and resource allocation strategies. Understanding the “jobs of be done” framework should provide the means of identifying new products and services that will be valued by students and faculty. The two theories, taken together, can provide academic libraries the means to assure their continuing relevance
Mentoring in Academic Libraries
No full textThe authors, who have each engaged in mentoring in higher education, surveyed academic librarians in 2017 on their mentoring experiences. Those findings are placed alongside best practices drawn from the literature to discover what motivates academic librarians to participate in mentoring and how it impacts them professionally and personally. Based on this evidence, the authors encourage colleagues to seek professional development through mentoring opportunities.
“Sometimes our light goes out, but is blown again into instant flame by an encounter with another human being. Each of us owes the deepest thanks to those who have rekindled this inner light.” Dr. Albert Schweitze
Narrative Budgets: Telling the Story of Your Library’s Value and Values
No full textA library’s budget should be a reflection of its values and goals, but budget formats do not always lend themselves to telling the library’s story. Your budget message needs to be aligned with your library’s broader communication plan so that user experience is consistent with messaging from other library venues. Ideally, your budget, along with all library communication points, include language from your library’s values, mission, and vision statements and strategic plan. This article outlines traditional budget formats, introduces a format called Narrative Budgeting, and provides an example and outline for creating a narrative budget for your library using language from your library’s strategic plan and mission, vision, and values statements. Once set up, your Narrative Budget can be adapted and used to communicate with a variety of constituents to present an understandable and justifiable use of the library’s allocated resources
New and Noteworthy: Reviewing Basic Leadership Competencies – Emotional Intelli
No full textIn this "New and Noteworthy" column, we highlight recent and basic publications pertaining to emotional intelligence, one of the 14 Foundational Competencies identified by LLAMA as being necessary for leaders and managers
Learning from Crucible Moments: Lessons in Crisis Leadership
No full textAccess to formal and informal leadership education and mentoring all contribute to the development of library leaders. Though crisis leadership may be discussed in leadership training, it is often the case that experiencing and leading through crises is the primary way in which most library leaders gain skill in managing these challenging situations. If we learn through our mistakes, then crisis leadership is surely a shining example of this principle for leaders are most apt to falter when finding themselves in the crucible. This article presents the crisis situation in which leaders are subjected to the changes forged in the crucible, as an opportunity for leaders to learn, gain wisdom and grow professionally, even when their performance may falter. It also presents the dark times crisis as a newer type of situation leaders will increasingly confront and for which they will find it difficult to adequately prepare. Different crisis scenarios are presented along with recommendations for how leaders can best manage and learn from them
Library Leadership Lessons Gleaned from WWII Submariners
No full textMany aspects of good leadership have not changed over time. This article uses examples from World War II submarining, particularly Capt. Eugene Fluckey’s experiences, as a launching point for discussing modern academic library leadership. There are six points of leadership discussed which alternate between submarining and libraries: selecting team members, cross-training, respecting the individual, developing esprit de corps, communicating hard truths, and thinking big thoughts