What exactly are you doing all day?

In the past few weeks, I've heard this comment from both library staff and board members with regards to their library's director. This comment infuriates me! The person that says it is 9 times out of 10 someone who: A. Couldn't manage their way out of a paper bag B. has NEVER held a management or CEO position C. has an axe to grind or D. thinks they could do better when, in fact, they don't have a clue! And, let's face it, there are lots of negative people out there that complain about absolutely everything! It is my opinion that there is no way to "please" those kinds of people. The board could hire Saint Peter himself to run the library and those negative staff members would STILL find fault.

The position of library director is indeed a thankless one. Library directors are not there to make friends with staff, "humor" board members or library Friends, or make decisions that "please" the staff. The library's director is making decisions based on the needs and wants of its community. The library belongs to the community; not the staff, not the board, not the Friends...and not the director. And, there is lots that needs done--ALWAYS!

So what exactly DOES a library CEO do?!?
Well, you name it and they are doing it! Library CEO's aren't "really" too different from corporate CEO's (well, there is that embarrassing "pay" difference, but we won't go there...) Libraries are not-for-profit CORPORATIONS. They are in the business of information, customer service and community outreach. Notice I didn't say "book business". If you are a library staff member or board member and you think libraries are all about books, perhaps you need to rethink YOUR place with the library. In 1940 libraries may have been "all about books", but certainly not any longer.

Ray Kurzweil talks about the "Accelerating Rate of Change" and he explains that "the 21st century will be equivalent to 20,000 years of progress at today's rate of progress; organizations have to be able to redefine themselves at a faster and faster pace." And don't libraries know it!

The library's CEO is at the forefront of all of the changes that occur. The library is in the information business--providing information to the masses in the format they demand. That format is no longer predominantly "print". And according to a CBS report (http://www.cbsnews.com/stories/2011/03/13/sunday/main20042609.shtml?tag=cbsnewsTwoColUpperPromoArea): texting & email are the number one forms of communication. Apps are second; talking is third. Your library's CEO is keeping up on trends in the information industry and planning ways to implement new technologies, new forms of communication, and new media into the library's services. They are keeping up with these trends by being well informed, reading professional journals (usually at home since they don't have time during the workday), attending workshops & conferences, and networking with their peers.

Libraries in Pennsylvania (or anywhere else) do not exist in a vacuum. They are part of library systems, library districts and library regions. The library director is the connection to those groups. Groups that all have goals, objectives and plans.

Pennsylvania has over 400 libraries (not to mention the branches, reading centers, reading centers that want to be libraries, and bookmobiles). If your library isn't going to give the community what it demands, they they WILL go to a neighboring library that will. It is the library director's duty to know what the community needs and give it to them.

Library directors are responsible for the day-to-day operations of the library. Some directors are lucky enough to have staff member to catalog & process materials, provide programs and wait on customers. The staff answers to the director and to no one else. Directors hire staff, train staff, fire staff. The driving force being to provide the best possible services to the community.

Library directors are responsible for the physical plant; both inside and out. And, we all know that a lot of library buildings are old, in need of constant updating or repair or just plan inadequate. We also know that if it can break down or quit working it will. Building emergencies and issues take up a lot of a library director's time. Someone may fall on the library steps, pass out in the bathroom, throw up in the meeting room. The library building is open to the public! It is the director's job to keep it open and operating, clean and safe.

What about the public? Most library directors I know manage from the front lines or by walking around. There isn't a day that goes by without and issue involving the public. Services that are "free" are often unappreciated. For the most part, library users will be appreciative, but there are those few that strive to make the life of the director miserable on a weekly basis. Libraries attract them...EVERYWHERE! That's just the way it is.

Most library directors don't have a "perfect" staff. They have "inherited" staff hired by a previous director. Library directors have to get everyone "rowing in the same direction". In some libraries, this is a never ending challenge. Libraries tend to attract staff that don't like "people". They LOVE books, but didn't realize they'd have to actually work with people. Libraries tend to attract staff that doesn't like change. Well, technology has fixed that. Libraries are at the center of change! Then there are those staff members that refuse to learn new technology! Each and everyday presents a staffing challenge for a library's director. Someone calls off sick, someone is involved in an accident or has a death in the family... Then there are those staff members who have been there longer than the director and feel "entitled"; getting them to "row in the same direction" is like "herding cats". The management of staff consumes a huge chunk of a library directors time. Time that could be better spent out in the community marketing the library and its services, talking to potential community partners, finding ways to make the library a valuable resources to its entire community.

There are actually board and staff that "believe" a library director is a "worker bee"--they believe it because they don't know any better. Library Directors are the Queen Bee--the staff is the worker bee. A library director's time shouldn't be spent cataloging, processing or checking out books and working a desk. In many small & rural communities, a library director does absolutely everything; but if your library has a staff--they are to do those things. Not the director.

Library directors are constantly connecting with community leaders & other agencies. Like I said, libraries don't exist in a vacuum.

Library directors are constantly connecting with potential partners. Library directors are people of vision and see the bigger picture. The bigger picture includes everyone working together. The bigger picture includes the library being a valuable asset to the community.

And, the director is constantly contacted by people who just "want something" either from the library or the director. They walk in weekly. They call daily. Can we use? Will you do? Can you purchase?

And, I haven't even gotten to the administrative stuff yet! Managing the budget, trimming the budget, negotiating contracts, writing grants, submitting quarterly reports for all of the grants, oversight for grant funded projects; filing reports local & state, meeting deadlines...

What was the question again? Ah, yes: what does a library director DO all day...