Q: Changing from a manager of one branch and taking on management of four libraries was a monumental step. How did you prepare for that transition?
A: Changing from a manager of one branch and taking on management of four libraries was certainly a change, but not really a major transition for me. I had previously worked at several of these libraries and am very familiar with the branches and the communities they serve.
However, my leadership training and professional experience has been a springboard for success. Creating one team in four library locations was a new concept for JPL. It was an inviting challenge, one that I knew I could handle. A few years ago, I chaired a Florida Library Association committee in which the members resided in various regions throughout the state of Florida. I was able to successfully engage geographically separated individuals to meet deadlines and accomplish goals. Looking back on this experience helped me to understand that a team’s strength is not necessarily determined by close proximity. A team is developed through identifying shared values, open lines of communication, building trust and, most importantly, by building on the strengths of the team. The City of Jacksonville’s Leadership Development Academy and the Library’s Destination Leadership program also prepared me for my current role. The LDA class on Team Building defines a team as a group of people working together towards a common goal. Keeping this definition in mind has been beneficial in my leading the four branches to meet and exceed goals.
Q: Do you have a basic rule for handling difficult decisions in management?
A: Absolutely. My basic rules for handling difficult decisions in management is to stay focused on the desired outcome and identify possible solutions, while keeping the big picture in mind.
I understand that there are often numerous solutions to any given problem. Therefore, as a manager, I have to identify the solution that will bring about the best possible result. One method I use to identify a solution is to gather the opinions of others. I have never been a know-it-all. I like to bounce ideas off other people to see different viewpoints. After I gather what I like to call “contrasting points-of- view”, I make my final decision based on the information I have gathered.
In his book, Growing a Business, Paul Hawken states, “Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to deal with them.” I agree. I have been able to make difficult decisions a little less difficult by making problems interesting.
For example, while managing Regency Square Branch Library, I challenged myself not only to streamline the presorting area, which had been traditionally known to be a place of extreme clutter and overflowing shelves, but I was also determined to streamline the process to the point where at least one range of presorting shelving could be removed. This was a major undertaking that took team work, buy-in and a great deal of collaboration. I did not sit in my office with my door closed trying to figure out the problem. I observed, asked questions, and gathered the opinions of others. I found that quite often the best solutions came from the part-time shelvers, who actually did the physical work and had a major stake in creating a successful outcome. The presorting problem was interesting because it has existed for such a long period of time. The decision to remove an entire shelving unit met with opposition but it was a decision that I had made and wanted to move forward. Before I left Regency, the presorting shelving was consistently in great shape and the one range of shelving was dismantled and removed. I’m certainly results-focused. This has enabled me to be a champion in making great decisions.
Q: What is your management philosophy?
A: Ralph Waldo Emerson was quoted as saying, “What you do speaks so loud that I can not hear what you say.”
I believe strongly in setting an example, or as Kouzes and Posner in The Leadership Challenge would describe it: Model the Way. I have found that leading by example is a strong way to influence others. When you model the way, you don’t have to do a great deal of talking. People tend to learn best by observing you. The Greek philosopher Plato was quoted as saying, “Good actions give strength to others and inspire good actions in others.” While I believe this to be accurate, I also believe the reverse is also true. Substandard actions inspire substandard actions in others.
As a manager I am always conscious of the message I’m sending, not only by my words but especially by my actions.
What is the most rewarding element of your position as the Urban Centers Library Supervisor?
A: In my current role, I experience variety. I have always successfully handled multiple priorities. So, this role is actually a great fit for me.
On Monday, I may be working all day in the office. On Tuesday morning, I may be assisting customers at the desk at Westbrook and by that same afternoon, I could be assisting customers at the Brown Eastside Branch.
Needless to say, I have to remain flexible, delegate responsibly, and remain thankful for such great staff members.
Would you share something about yourself most of us don’t know?
A: I love inspirational quotes. Here’s a few of my favorites:
• Well done is better than well said. -- Benjamin Franklin
• Make the most of yourself for that is all there is of you. -- Ralph Waldo Emerson
• It always seems impossible, until it’s done. --- Nelson Mandela
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