5 More Tips For The New Librarian - the supervisor edition - PART 2

As promised, we are giving you the second part of this series for all you new librarians/library supervisors out there. Like I said, we got you covered. Shall we continue? Here we go again:

LEARN TO DELEGATE: To those of us who rigidly hold to a particular standard of work this is particularly tough. Sure we are in our element when we are instructed to complete a task to the best of our ability. But now, you find yourself instructing staff to complete tasks to the best of their ability. Most likely, they are not going to do it to our exact satisfaction. Furthermore, attempting to get them to do it the specific way you desire is frustrating and demotivating. The value in delegating really lies with the interaction between you and your staff whereby you show confidence, and trust, in allowing them to express themselves and develop their own critical skills. In turn, you learn to embrace and  develop your skills as a leader/mentor/manager/coach/communicator. You also give yourself the freedom to focus on other goals you have set forth rather than be bogged down by tasks which can easily be managed by others.

LEARN TO COMMUNICATE/ EXPLAIN WHY: In the first part of this series, we looked at understanding your role as a leader and we acknowledged that the staff had to 'buy into your vision'. As a leader and manager, you are required to fulfill a number of sub-roles: motivator, mentor, confidante et al. However, you will never become effective at any of these if you do not understand the value of good communication, This could be either verbal or written. Being a good communicator involves knowing how to listen, how to be relatable and identify with your staff on a personal level, and how to be clear/specific in issuing instructions. Being able to explain why a decision is being made is also integral to elicit staff buy-in. This is especially important when attempting to change something that may have existed in a department for some time. For instance, at a particular library, where I worked, I sought to condense/integrate the non-fiction print collection from four separate sections to one section. Of course, there was a reason why the system existed before and some staff members naturally questioned my rationale. However, I had to reassure them that the change was actually making their job easier both in terms of shelving and locating information in a timely manner. Once that was properly communicated and they understood the 'bigger picture', I got their support.

COMMIT TO CONTINUOUS LEARNING- As Neil Parsanlal put it "..the skills and competencies that won you the promotion, are not what will keep you in the position...'. Anyone who is serious, passionate, or just plain ambitious about their career choice, will surely understand the value of perpetual learning.
As library workers and information professionals, we need to stay on the cusp of new trends and shifts in our user communities to stay relevant. Most times this will take you past any initial expectations you may have had of what your job entails. The demands of library work is ever changing and library workers are increasingly being called upon to function beyond the traditional scope of their jobs to remain relevant to both their user base and society at large. In such an environment, making a commitment to continuous learning based on shifting needs and demands can only benefit you. Do not limit yourself. Your contribution as an information professional is not defined by what you learn at ISchool; rather it is determined by the needs of the community you serve.

WANTING IT THE MOST: As a leader or even manager, you have to personify the change you want to see. If you are asking staff to operate at a certain level, you need to constantly set the tone. Furthermore, your desire must be infectious or at the very least jolt those unwilling/skeptical staff members into some positive response. You cannot foster commitment among your staff if you are not showing commitment yourself. Additionally, when faced with challenges, it is your commitment and passion which will generally see you through, energizing you with a fortitude that will allow you to confront any obstacle with a certain amount of resilience. But how do you personify commitment?

• By communicating and actively showing staff that you are in the trenches with them.
• By leading by example and leading from the front. Many librarians have a tendency to shy away from troublesome situations. However there is nothing more endearing to staff than a leader who can  demonstrate assuredness and courage when making difficult decisions.
• Constantly letting them know that you understand their grievances and what steps are being taken to address that.

SPEAKING TO THOSE WHO CAME BEFORE: It is said that you should "...seek advice from those who are competent through their own experience and success to give it." At the start of your professional journey, it is in your best interest to either seek or at the very least listen to the advice of those who came before. Though you may not agree with everything that is being said, you will certainly garner some nuggets of wisdom. I can recall one instance where I engaged an outgoing librarian on any counsel she would have been willing to share. Thankfully, she had a lot to say. Interestingly, the validity of her advice, even those I quietly disagreed with at the time, were only realized months after. They say experience is the best teacher and I have generally found that many experienced professionals are very willing to offer mentorship in some way. This is critical to your success as a budding professional. Consider mentorship as a head start and in this journey you should accept all the help you can get.

Stay tuned for part 3.

Let's continue the discussion below if anyone wants to add to these five (5) tips.