If I Could Speak Honestly...

As a person who has been outside the library world for a bit, I have had some time to reflect on my experience in public libraries. During my seven years in the industry, I realize that there are some common mistakes that libraries are making. Well, let's not call them mistakes. Let's refer to them as missteps:  
Too Much Energy is going into the "Moving of Books"
Think about it. Instead of facilitating programs or supporting literacy, many libraries spend most of the time packing, unpacking, checking in, and driving books around. This Oprah-like "Ah-ha!" epiphany dawned on me the other day. Is this what the public really wants from libraries?
Lots of Introverts in Customer-Facing Roles
Let's think about this--in the past, many people went into library science not because they wanted to facilitate interactive programming, but because they liked quiet places to get work done. The library today is no longer a great place for shy, regimented personalities. Instead, they are better suited to loud mouthed, gregarious, friendly, community activists who can multitask and think nonlinearly.

The View from the Outside

Why use a consultant? 
For those of you who know me understand that I can be a silly, off beat, and semi-hilarious human being. I also tend to become really passionate about the people, places, and things that I care about the most. Unfortunately for me, I am also a "fixer" by nature, which doesn't always work best for me if I am in a situation that I care about that perhaps isn't living up to its potential. 
I do best when I can back up and take a breath to reevaluate the context. After I do this, I don't always have the right answer--sometimes my ideas are so "out there", that they need to be reined in by a practical soul, or refined by a group of people who can provide a different perspective. But many times, I can at least see the problem more clearly than someone who is in the middle of the situation. And being honest about what needs to be fixed is sometimes the hardest step to take.

Managing Priorities

Let's say that you've done the strategic planning, the buy-in meetings, and most everyone is on board. Everything is great--except, all of a sudden, your list of "Must Haves" is a lot longer than it was when just upper management was on board. Is that better or worse? Well, perhaps at first, this seems a lot more daunting than before--after all, upper management probably spent a lot of time aligning change with the in-place strategic plan. As other opinions were brought in, so were ideas that didn't fit under the original umbrella. So, the challenge comes from the discomfort that follows. 

Big Changes: Employee Buy-In

I always wonder if big organizations can change. In the business world, "Change Management" is a growing field complete with special buzzwords that accompany the M.B.A.'s and H.R. folks who are trained to facilitate this process. Non-profits and government organizations are quick to follow with numerous articles, conferences, and websites dedicated to this practice. In other words, change is not easy. It is something that requires thought, planning, and buy-in. I've read a fair amount about this process, but in my opinion, especially in a diverse government organization, change has to begin with the employees. 

Rethinking Traditional Titles

Our world has changed so quickly. With the use of technology, many job titles that used to make sense, just don't hold the same value. When this is happening, it can be frustrating for staff as everyone attempts to hold onto what once was. Trust me--I am a librarian--we are the epitome of having to deal with change. I graduated with my Masters in Library and Information Science in 2007. That meant that I took classes in web design, management, social media, marketing, instructional design, literacy and presentation skills. Does that sound like a "shushing" librarian? Not so much. Many of us graduate with this kind of degree, only to have the public tell us our skills are not needed. It is because of this is that I argue for a change in job title to better inform the user base of what public libraries stand for today.

Out of the Box. Just like You.

My career decisions today come from the experience of creating change as a teammate. It hasn't always been easy, but I've learned a lot in the process. Many times, the process grew organically through excitement about new inexpensive technologies, or by working for supportive managers who wanted my help and saw that I had something to offer (or just didn't know how to get me to turn my ideas off!). In other words, I trained from the middle. I trained my boss, I trained other departments, and I trained the public. I didn't do it alone. If fact, if anything, I did it mostly with other people. Sometimes it came from just putting an idea out there, and letting others help to evolve it. People followed me, not because they had to, but because they realized what I was demonstrating was helpful, more efficient, and just plain made sense. I was able to implement change and new technologies as a team member—not for power or to look good, but because I saw that it could make our lives easier, more productive, and happier.