Robert Farrell - Managing in the Middle

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ROBERT FARRELL has served as coordinator of information literacy and assessment at Lehman College, City University of New York, since 2008. He received his BA in philosophy from Columbia University in 1999, an MLS from SUNY Buffalo in 2002, and an additional MA from the CUNY Graduate Center in 2010. Over the past decade, Professor Farrell has worked in libraries at Columbia and CUNY, managing at various levels. His research interests include library management, the phenomenology of professional skill acquisition, and information-seeking behaviors as well as a variety of topics in philosophy.

KENNETH SCHLESINGER has been chief librarian at Lehman College, City University of New York, since 2007. Previously he was director of media services at LaGuardia Community College and also worked in the archival collections of Thirteen/WNET and Time Inc. Professor Schlesinger has an MLS in information and library science from Pratt Institute, an MFA in dramaturgy and dramatic criticism from Yale School of Drama, and a BA in dramatic art from University of California, Berkeley. His research and publication interests include library management, performing arts collections, digital preservation, and international libraries.

2013 by the American Library Association. Any claim of copyright is subject to applicable limitations and exceptions, such as rights of fair use and library copying pursuant to Sections 107 and 108 of the U.S. Copyright Act. No copyright is claimed for content in the public domain, such as works of the U.S. government.

Extensive effort has gone into ensuring the reliability of the information in this book; however, the publisher makes no warranty, express or implied, with respect to the material contained herein.

ISBNs: 978-0-8389-1161-7 (paper); 978-0-8389-9637-9 (PDF); 978-0-8389-9638-6 (ePub); 978-0-8389-9639-3 (Kindle). For more information on digital formats, visit the ALA Store at alastore.ala.org and select eEditions.

Library of Congress Cataloging-in-Publication Data

Managing in the middle / edited by Robert Farrell and Kenneth Schlesinger.

pages cm

Includes bibliographical references and index.

ISBN 978-0-8389-1161-7

1. Library administrators. 2. Communication in library administration. 3. Middle managers. I. Farrell, Robert (Professor) II. Schlesinger, Kenneth.

Z682.4.A34M36 2013

025.1dc23 2012027380

Series cover design by Casey Bayer. Cover image leedsn/Shutterstock, Inc.

ALA Editions purchases fund advocacy, awareness, and accreditation programs for library professionals worldwide.

Contents

STARTING OUT

Gayle Hornaday

Anne C. Barnhart

Amanda Lea Folk

Amanda Lea Folk

Elizabeth OBrien

Melissa Laning and Neal Nixon

Joe C. Clark

COMMUNICATION

Marie L. Radford

Amanda Lea Folk

Nancy J. Kress

Robert Farrell

Louis Howley, Kathryn Bock Plunkett, and Nicole Sump-Crethar

ADVANCED SKILLS

Robin L. Ewing

Maureen Diana Sasso

Samantha Schmehl Hines

Samantha Schmehl Hines

Dorothy A. Mays

PERFORMANCE MANAGEMENT

Debbie Schachter

Cees-Jan de Jong

Robert Barr

Barbara Petersohn

PROFESSIONAL CHALLENGES

Jeffrey A. Franks

Liza Weisbrod

Curt Friehs

Jeffrey A. Franks

LEADERSHIP

Kristine Condic

Debbie Schachter

Jennifer Rowley

Keith Phelan Gorman and Joe M. Williams

CAREER DEVELOPMENT

Bernadine Goldman

Allison Sloan

Elisabeth Tappeiner

Janet Butler Munch

T he work of the middle manager in libraries and other information organizations is among the most challenging. Successful middle managers must be effective leaders and highly competent managers in order to handle competing expectations and demands. As they implement the directives set forth by senior management, middle managers must engage and inspire staff to perform to the best of their ability. They must be skilled in influencing others, both vertically (subordinate staff and senior management) and horizontally (peers across the library organization). The middle manager role is critical to the success of the library.

In addition to creating a work environment in which everyone is motivated to perform at the highest level, successful middle managers must also be able to prepare staff for new challenges that are certain to arise from the many changes occurring in the larger ecosystem in which libraries operate. These changes often prompt a rethinking of directives, a redesign of the work, and even new ideas for how staff should perform their work. The middle manager must recognize and embrace the need to learn and develop in the role.

Most individuals who are appointed or promoted to a middle management role have little or no experience in managerial work or leadership, especially in leading a diverse group of staff to perform day-to-day tasks and embrace new challenges. They must learn on the job. Luckily, most who assume this responsibility in todays libraries are eager to learn so they can become effective as soon as possible; they enter the middle manager role ready to work with staff and to ensure the best performance possible.

Often, the only resource available to help and guide the new middle manager is the person to whom the manager reports. There are many resources available on effective management and leadershipbooks, articles, tool kits, webinars, and websitesbut there has not been a single resource of principles and practices for the middle manager in a library organization. Managing in the Middle: The Librarians Handbook now fills that void.

This handbook is a compendium of articles contributed by a diverse group of authors, each of whom brings both strong knowledge of the topic and a wealth of practical ideas for effective practice. The articles include basic information about the traditional practice of management, best practices for managerial leadership, and interviews with middle managers and selected experts in the library field. Managing in the Middle also includes topics not usually found in resources on this role, such as social networking, avoiding procrastination, managing perceptions, and surviving layoffs.

This handbook is an essential resource for both the novice and the experienced middle manager. It provides guiding principles, best practices, and numerous practical tips for the effective execution of this critical role. High-level performance by the middle managers in our organizations is essential to our future. They lead and guide the staff, who in turn deliver the services so essential to our ability to make a difference for our customers. The editors and authors of this excellent volume have created a significant resource aimed at new and not-so-new middle managers for effective day-to-day practice and for ongoing professional development and personal success.