ACRL News Issue (B) of College & Research Libraries June 1995/409 Conference Circuit Becoming a lead er on campus By Terrence F. Mech Advice from academic administrators and librarians W hen Patricia Senn Breivik ran for vicepresident/president-elect o f ACRL, sh ran on a single-issue platform. The issue wa the need for academic librarians to take an ex panded campus leadership role. Since infor mation access and use are essential to the man agement o f colleges as well as to their teaching research, and service functions, it seems natu ral to expect librarians to play leadership role across campuses. However, the reality on mos campuses is that librarians’ talents are hidde within the library’s walls. Breivik thought that one way to prepare li brarians for expanded leadership roles was t have them talk with librarians who are recog nized campus leaders and to hear from thei academic administrators what it was that mad these librarians campus leaders. A panel of thre librarians and their chief academic officers wa assembled to conduct a workshop at ACRL’ 7th National Conference in Pittsburgh. Th teams from a community college, a liberal art college, and a large university explored the cir cumstances o f academic librarians who pla leadership roles on their campuses beyond tra ditional library concerns. As part o f the interac tive workshop, the teams presented informa tion about their particular leadership situation and met with groups o f workshop participant to discuss their own development. The three teams were made up o f Dian Ferreira (executive vice-president) and Derrie Roark (associate vice-president o f learning re sources services), Hillsborough Community Col lege; Donald Farmer (vice-president for aca demic affairs) and Terrence Mech (v ic e ­ e s ­ ­ ­ , ­ s t n ­ o ­ r e e s s e s ­ y ­ ­ ­ s s a ­ ­ ­ ­ president for information and instructional tech­ nologies and director o f the library), King’s Col­ lege; and Bruce Grube (provost) and Beverly Moore (library director), University o f Southern Colorado. A summary o f the presentations and discussions is presented below. The ch ie f a c a d e m ic o ffice rs The chief academic officers are looking for a range o f leadership abilities in their librarians. With a growing number o f problems and lim­ ited resources, academic officers are looking for librarians who can help them solve some o f the challenges they face. A good knowledge of librarianship is assumed in librarians. As edu­ cators, librarians must actively contribute to and facilitate the teaching and learning process for faculty and students. However, as a library di­ rector and campus leader, additional and dif­ ferent qualities are required. As academic lead­ ers, librarians must have the faculty’s respect. That respect may be earned through public scholarship, service to the college, or other activities that a particular faculty consider im­ portant. This requires that librarians and their activities be visible among the faculty and ad­ ministrators. In addition to faculty respect, librarians need administrative and organizational skills to be effective. Strong and decisive managers must be able to set policy, stay focused, and make decisions. A good knowledge o f the college and its problems is necessary for campus lead­ ers. Librarians must be able to articulate the library’s role in the larger college context and be able to balance the library’s needs with other campus needs. The ability to formulate a vi­ sion and a plan to implement it requires solid budgeting skills and an understanding o f the resources required and available. Librarians need to be campus problem solvers by identi­ Terrence F. Mech is vice-president f o r information and instructional technologies and director o f the library at King’s College in Wilkes Barre, Pennsylvania; e-mail: tfmech@rs01.kings.edu 410/C&RL News fying problems and their solutions. Their inter­ disciplinary perspective can help librarians to see situations from many angles. At a time when challenges are constantly appearing, the ability and willingness to learn new things is helpful. From an institutional standpoint, the ability of librarians to facilitate organizational change in a positive manner is vital to the continued success o f the library and the institution. The ability to stimulate the cre­ ative energies o f colleagues and to inspire them to take risks helps to move programs forward and to renew organizations. Lacking unlimited new resources, colleges must depend on the creativity and ingenuity o f their personnel to provide innovative ways to meet new chal­ lenges. Campus leaders need interpersonal skills. The ability to communicate effectively with the library’s various constituencies is vital. Librar­ ians must be able to listen and discuss prob­ lems openly, honestly, and calmly. Congenial­ ity and the ability to work well with faculty and administrative offices is welcomed by se­ nior-level administrators. The campus commu­ nity must have confidence and trust in its li­ brary director. Users and staff must know that if something goes wrong, the director is com­ mitted to finding a solution. Flexibility and the willingness to compromise are useful ways to advance the library’s larger agenda. Knowing when to intercede, press a point, or provide others with a graceful retreat are the hallmarks of an experienced administrator. Knowing how to create a win-win situation helps to develop friends and allies. The chief academic officers like the way these librarians keep them regularly informed and make judicious use of their limited time. The librarians’ abilities to discuss anything frankly, get issues on the table, follow through, and provide feedback are appreciated. A con­ cern for the total institution and a willingness to help out with tasks outside the library helped bring these librarians to their senior manage­ ments’ attention. The academic officers com­ mented that resistance to the librarians’ ex­ panded campus roles, at the deans level, was minimal. In the future, when these chief academic officers need to hire a library dean they will look for well-educated librarians who believe in what they do and who want to be adminis­ trators. They will look for service-oriented edu­ cators who understand organizations and can work within their organizational structures to get the job done. These highly organized, even- tempered individuals will be good communi­ cators and not easily discouraged. Possessing good judgment and common sense, these pro­ fessionals will be able to analyze problems and suggest alternative solutions. Being well fo­ cused, these congenial librarians will use ini­ tiative, get to the point o f the problem, and use compromise to move their libraries and aca­ demic institutions forward. The lib ra ria n s Becoming a campus leader is a process that takes place over time on a personal and pro­ fessional level. The decision to become active on a campus level is not initially a conscious one. However, at some point the librarians on the panel all made conscious personal deci­ sions to take an active role in institutional is­ sues. They sought out opportunities to make a difference. Believing they could do it, they or­ ganized people and resources to accomplish it. It was an unquestioned assumption that in­ volvement in campus life beyond the library was expected, both by the librarians and their academic officers. Committee assignments pro­ duced other committee assignments and chairships. Having supportive academic offic­ ers and being in the right place at the right time helped make it easier. Librarians serve a large and varied constitu­ ency: the entire campus. Library directors have a natural entree into the larger campus arena. The library is a relatively large department on most campuses, and in the course o f providing services and conducting the library’s business librarians interact with numerous individuals and offices. This knowledge of how to get things accomplished on campus can benefit others. As generalists, it is possible to be of assis­ tance to many people. As librarians, we are not afraid to say we do not know the answer, let’s go find out. Many college personnel are un­ comfortable with not having the answers and will not admit to having to ask for help. This slows down any campus process or negotia­ tions. As librarians, we know there is more than one way to find an answer and some­ times there is more than one answer. This attitude, skill, and resulting information can be used to facilitate some campus decision­ making processes. Library managers have managerial roles both inside and outside the library organization. The AUDIO CASSETTE TAPES CONTINUITY & TRANSFORMATION The Promise of Confluence March 29 - April 1, 1995 Pittsburgh, P A T h e A s s o c ia tio n O f C o lle g e S R e s e a rc h L ib ra rie s 7 th N a tio n a l C o n fe re n c e was professionally recorded by In fo M e d ix . Audiotape copies of the presentations are available for mail, phone or fax orders. Please allow 3 t o 4 w e e k s for delivery. Each tape is an unedited transcript of the actual program with all the information and energy of the live presentation, InfoMedix is not responsible for any speaker's or registrant's statements, material, acts or omissions. All audiocassettes are guaranteed for one year from the dale of purchase. A L L S A L E S A R E F IN A L . Ju n e 1 9 9 5 /4 1 1 outside roles help to insure visibility an d re­ sources for th e library. Many library interests are directly an d indirectly tied to external situ­ ations. It is in libraries’ best interests if librar­ ians are visibly involved w ith th e life o f the cam pus. Taking an active role in cam pus life helps sh ap e the library’s future. If o th er indi­ viduals o r offices benefit from librarians’ ac­ tions so m uch th e better for th e cam pus. T echnology is o n e area w h ere m any col­ leges are d esp erately seeking leadership. To tak e full a d v an ta g e o f te ch n o lo g y ’s benefits many cam pus elem ents must com e together and share their expertise. T he use of technology to facilitate learning is a com m on goal. H ow ever, technology is not th e problem . Frequently, it is the lack o f individuals willing to assum e new roles outside o f their traditional patterns and form creative collaborative efforts. Librarians can w ork w ithin their institutions to develop policy an d sh ap e the new organizational struc­ tures required. Collaborative alliances w ith aca­ dem ic com puting is a com m on starting place. At som e small colleges, the libraries are of­ ten th e m ost technologically advanced. Librar­ ians o n these cam puses can use that expertise to h elp th e college address its technological needs. To be useful, cam pus n etw orks n e e d to have inform ation an d services to p u t on them. While co m p u ter technicians can build g o p h er and W eb servers, they are uncom fortable d e ­ ciding w hat should go on them . Librarians at ev en th e sm allest schools have years o f online searching experience. W ho better than librar­ ians to w o rk w ith faculty an d students as they learn to navigate cam pus netw orks an d data­ bases. Librarians are in a position to rem ind an d dem onstrate to th e cam pus that tech n o l­ ogy is only a tool to serve th e college’s needs. In th e future, many m ore inform ation services will b e readily available o n netw orks b ey o n d libraries’ physical walls. W ithin a generation from now , it w o u ld be unfortunate for libraries an d h igher education if librarians an d their ex­ pertise w ere still confined w ithin academ e’s li­ brary walls. A dvice to other librarians In closing the program the panelists offered advice o n h o w to develop as cam pus leaders. In b ecom ing a cam pus leader it is im portant to d o a g o o d job in your current position, w hether it b e as a director or reference librarian. A solid reputation provides the credentials to m ove into o th e r areas. Potential cam pus leaders m ust an­ sw er th e basic question: d o they w an t a career o r a job? A cadem ic leadership is not a nine-to- five com m itm ent b ased o n a narrow definition o f w h at it m eans to b e an educator. T he d octorate is o n e sign o f com m itm ent to a n academ ic career; it is th e academ ic creden­ tial for senior-level leaders. Many g o o d librar­ ians will n o t g et th e full consideration they deserve for formal an d senior-level leadership p o sitio n s b e c a u se th e y lack th e d eg ree. In to d a y ’s c o m p e titiv e a c a d e m ic e n v iro n m e n t public scholarship is a grow ing requirem ent for full acceptance into larger academ ic circles. O nce the issues o f personal com m itm ent and credentials have b e e n ex p lo red it is necessary to establish w orking relationships w ith o ther cam pus groups. D evelop partnerships. U nder­ standing h o w o ther constituencies interact w ith th e library an d each o th er brings w ith it new p erspectives. Self studies a n d o th e r p re p a ra ­ tions for accreditation alw ays n e e d volunteers. With a growing number of problems and limited re­ sources, academic officers are looking for librarians w ho can help them solve some of the challenges they face. W hen you serve on com m ittees d o not hold back. D o your ho m ew o rk an d g et involved in th e discussions. Sometim es just being present at m eetings says that th e library has a role to play. If such opportunities are hard to com e by, librarians m ust w ork to change th e organi­ zational culture. N ever u nderestim ate h o w dif­ ficult it will b e to bring ab o u t change. It is also im p o rtan t to g et involved w ith groups outside o f the library and off cam pus. Professional an d civic associations provide ad ­ ditional opportunities for librarians to d e m o n ­ strate th eir lead e rsh ip abilities a n d to b reak d o w n barriers to th eir acceptance as cam pus leaders. T h ese efforts b u ild con fid en ce an d expertise. T ake th e initiative an d sp eak o n b e ­ half of others, b o th o n an d off cam pus. G etting grants an d o th er external funds attracts atten­ tion an d respect. Use the cam pus media to share y o u r accom plishm ents w ith others. It is not in p o o r taste to m arket your ex perience an d ex­ 4 1 2 /C&RL News pertise. If you d o n o t believe y ou have som e­ thing to offer, h o w can you ex p ect others to believe you do? Librarians w h o have academ ic adm inistra­ tors w h o are unsym pathetic to o r uninform ed a b o u t libraries have a special challenge. They should ask the administrators h o w they acquired their view s o f th e library, identify these adm in­ istrators’ interests, a n d b e suppo rtive o f their projects. P erhaps th e adm inistrators w o u ld find ap p ro p riate inform ation sum m aries helpful. Li­ brarians m ay w an t to involve these adm inistra­ tors in libraries; invite th em to selected m eet­ in g s a n d c r e a t e s i tu a t io n s th a t s p a r k th e i r interests a n d require their participation. In such an environm ent, th e ed u catio n an d cultivation o f several groups m ay b e essential. Some li­ brarians use inform ation forum s for peo p le w ith v ested interests in th e library as a w ay o f e d u ­ cating th em an d establishing a com m onality. Besides accreditation standards, th e assessm ent m ovem ent provides librarians w ith e n h an ced opportunities to b e involved w ith an d d o cu ­ m en t their contributions to stu d en ts’ education. T here has alw ays b e e n a shortage o f cre­ ative leaders a n d m anagers w ithin higher ed u ­ cation. T he n e e d for th em is grow ing m ore acute. C am pus leadership roles will b e filled w ith or w ithout librarians. Librarians m ust m ake th e investm ent a n d p osition th em selves an d their expertise. D o not w ait to b e asked. Li­ b rarians m ust lead by ex am p le a n d d ev elo p th e leadership skills o f o th er librarians. Id en ­ tify potential leaders an d b eg in w ith a small project. Be supportive as they build confidence. P artner th ese individuals w ith others w h o are m ore experienced. M entor them an d collabo­ rate w ith th em o n professional activities. W ork w ith s u p p o rt staffs to h e lp th em u n d erstan d th e changing dynam ics. A p oint in favor o f potential cam pus leaders is that organizations draw m ost o f their leaders from within their ranks. Colleges are m ore com ­ fortable w ith p e o p le they k n o w an d respect. O utsiders are u n k n o w n quantities a n d can be m ore o f a risk th an som e colleges are p rep ared to take. Librarians are en co u rag ed to take th e initia­ tive an d develop as cam pus leaders. While there are risks, it is n o t only a g o o d personal e x p eri­ ence, b u t is also g o o d for the library an d the cam pus. (Plan cont.from page 403) 3. C o llabo rate w ith o th e r p ro fe ss io n a l o r ­ ganizations and asso ciatio n s o f h ig h e r ed u cation in o rd e r to p ro m o te m utual in te rests. Strategic directions: 3.1 ACRL will participate in activities of, an d seek cooperative relationships with, higher ed u ­ cation associations such as AACU, AACC, AAHE, ACE, AASCU, AAU, NAICU, a n d NASULGC. 3.2 ACRL will seek cooperative relationships w ith CNI, CAUSE, EDUCOM, AECT, ASIS, and o th er inform ation-related associations to d e ­ velop cooperative initiatives to en h a n c e an d ex p a n d th e library’s role as central to academ ic endeavors. 3.3 ACRL will strengthen its relationship w ith ARL. 3.4 ACRL will w ork w ith h igher education an d scholarly associations to protect access to intellectual property in electronic environm ents. 4. E n su re th a t ACRL’s o p eratin g e n v iro n m e n t provides e fficie n cy in its use o f re so u rce s and effe ctiv e n ess in th e d eliv e ry o f serv ices to its m em b ers and c o n stitu en t un its. ­ ­ ­ Strategic directions: 4.1 The ACRL B oard o f Directors will take responsibility for plan n in g in o rd e r to provide organizational direction. 4.2 ACRL will d ev elo p a n d m aintain a n inte­ grated dynam ic m an ag e m en t system an d p ro ­ cess that include: a strategic plan, a financial plan, an d product-line m arketing o r business plans. 4.3 M em bers o f th e ACRL B oard o f D irec­ tors will act w ith the m ission, vision, a n d goals o f the association in m ind, an d se e that issues a n d ideas are exam ined a n d discussed openly an d thoroughly w ith the m em bership. 4.4 ACRL will exam ine an d m odify as a p ­ propriate its current structural arrangem ents to e n h a n c e its influence o n inform ation policy setting a n d legislation th ro u g h b etter co o rd in a­ tion o f national an d state efforts. 4.5 ACRL will review an d revise its bylaw s to reflect the roles o f th e B oard o f Directors an d all ACRL units. 4.6 ACRL will k e e p inform ed o f current as­ sociation m an ag em en t practices a n d a p p ro p ri­ ate technologies to en su re th at it o p erates at an optim um level o f efficiency. 2 million international editions — 1 CD-ROM B OWKER/ W HITAKER G LOBAL B OOKS IN P RINT P L U S TM If you buy, sell, o r select books in th e e n tire E nglish-language m a rk e t place, you n e e d Bowker/Whitaker Global Books in P rin t Plus™ — th e m o st co m p reh en siv e co m p ilatio n o f E nglish-language books available today. 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