Management Track
Wednesday, January 21
This track is geared toward management best practices in libraries.
Wednesday, January 21
This track is geared toward management best practices in libraries.
10:30 a.m. - Not an Emergency Room: A Mindset for Encouraging Realistic Performance Expectations Among Employees
In libraries, where patrons can have unreasonable expectations, reminding ourselves and our employees that “we are a library, not an emergency room” can be helpful in working toward a healthier view of our work and realistic performance expectations in the workplace. This presentation will focus on a mindset that can help in coaching employees towards healthier expectations regarding their own performance in an environment that frequently asks us to go above and beyond to serve patrons, often at the expense of our own mental health. Library leaders can demonstrate the boundaries of what is and is not doable in a work environment by not being afraid to say no to unreasonable patron requests, by explicitly placing value on our own work-life balance, and by taking other similar actions that demonstrate to our employees that we understand and respect our own limits, and therefore, theirs as well.
Learning Objectives:
Amanda Darby, Research and Teaching Librarian, Montgomery College (Maryland)
In libraries, where patrons can have unreasonable expectations, reminding ourselves and our employees that “we are a library, not an emergency room” can be helpful in working toward a healthier view of our work and realistic performance expectations in the workplace. This presentation will focus on a mindset that can help in coaching employees towards healthier expectations regarding their own performance in an environment that frequently asks us to go above and beyond to serve patrons, often at the expense of our own mental health. Library leaders can demonstrate the boundaries of what is and is not doable in a work environment by not being afraid to say no to unreasonable patron requests, by explicitly placing value on our own work-life balance, and by taking other similar actions that demonstrate to our employees that we understand and respect our own limits, and therefore, theirs as well.
Learning Objectives:
- Explain why the “library, not emergency room” mindset is important for positive work-life balance and realistic performance expectations
- Accurately identify workplace scenarios in which applying the mindset is appropriate
- Coach employees on how to incorporate the mindset into their own workplace actions
- Model the mindset for employees by incorporating it into their own practice
Amanda Darby, Research and Teaching Librarian, Montgomery College (Maryland)
1 p.m. - (Don’t) Do All the Things: Delegation in the Workplace
As library staff, you can feel that you wear many hats and need to do all the things, completely and well and for many small libraries – you have to! However, effective delegation will not only free up time and energy for your highest priorities, but allow all staff to become more effective in working together as a team. Delegation can create better workflows, balanced responsibilities, and create accountability and buy-in, no matter your position in the library.
The purpose of this program is to help build personal and team management skills by understanding delegation and its effective implementation in the library.
Learning Objectives:
Kristi Chadwick, Director, Ballston Community Public Library (New York)
As library staff, you can feel that you wear many hats and need to do all the things, completely and well and for many small libraries – you have to! However, effective delegation will not only free up time and energy for your highest priorities, but allow all staff to become more effective in working together as a team. Delegation can create better workflows, balanced responsibilities, and create accountability and buy-in, no matter your position in the library.
The purpose of this program is to help build personal and team management skills by understanding delegation and its effective implementation in the library.
Learning Objectives:
- Identify the differences between delegation and work direction
- Recognize challenges to delegation and how to overcome them
- Create and maintain a delegation process in the library
Kristi Chadwick, Director, Ballston Community Public Library (New York)
2:30 p.m. - How Does Anyone Do All of This? Practical Organizational Strategies for Library Leaders
Public library leaders navigate a constant stream of competing demands: strategic planning, community engagement, board relations, staff supervision, and daily operations all require attention, often at the same time. How do you stay on top of it all without dropping the ball or burning out? Whether you're navigating budget season while planning community programs or responding to staff needs while preparing for a board meeting, you'll leave with concrete approaches to manage the many levels of duty inherent to library leadership.
Learning Objectives:
Abby Armour, Director, Mukwonago Community Library (Wisconsin)
Public library leaders navigate a constant stream of competing demands: strategic planning, community engagement, board relations, staff supervision, and daily operations all require attention, often at the same time. How do you stay on top of it all without dropping the ball or burning out? Whether you're navigating budget season while planning community programs or responding to staff needs while preparing for a board meeting, you'll leave with concrete approaches to manage the many levels of duty inherent to library leadership.
Learning Objectives:
- Discover practical strategies for identifying and prioritizing actionable next steps
- Build an organizational system that serves as your "second brain.”
- Develop sustainable habits that keep you responsive without becoming overwhelmed
Abby Armour, Director, Mukwonago Community Library (Wisconsin)