Annie Silva LIS 650 Assignment Introduction Research Methods My initial research methods included asking the administrator for an interview, scheduling the interview, and sending a copy of the syllabus and assignment description to the administrator as asked. I decided to interview this administrator because he works in special collections and university archives, which I hold an interest in. He also has a unique background that I thought would give an interesting perspective. I then reviewed the readings and discussions assigned in class to better prepare my interview questions. I formed interview questions based on the assignment and my interests, and, given that I work for the same department, on what I already knew about him and the way things work departmentally. Because we both currently work in the same department, one of the ground rules for the interview was that any examples given involving other people or sensitive situations would be drawn from past experience in different jobs, so the administrator and I could talk freely. Description of Administrator and Library The administrator is the assistant head of Special Collections and University Archives, a department within a larger academic library. The head of the department, from my understanding, handles acquisitions, donations, funding, and rare books, and the Assistant Head, the one I interviewed, handles more of the administrative and management aspects, as well as digital collections and daily operations. In total, there are
9 employees who report directly to the Assistant Head, in what he referred to as a flat reporting model. There are part-time employees, interns, and student workers who refer to individual employees. According to the mission statement, there are 10 curatorial areas of the department: rare books, cello music, manuscripts, children’s literature collections, university archives, women’s literature collections, photographs, prints, and poster collections (to which I’m assigned), book art and book bindings, artifacts and textile collections, and the Women Veteran Historical Project. The administrator has a BA in History from Loyola, and a MA and PhD in History from the University of Wisconsin-Madison. He was in academia for over ten years, teaching university history classes. He then went on to receive his MLIS from Simmons College. He’s been in his current job for about two years. Before that he worked as an archivist at the Smithsonian, and then went on to work at the Martha’s Vineyard Museum, becoming their executive director. Later, he worked at the NC Museum of history, mainly writing grant applications. His position in the department he works for currently was established just prior to his hiring. Organizational Goals and Objectives The administrator explained that prior to his employment, the organizational goals and objectives, as well as the mission statement, were vague. One of his first projects was to revamp the goals and objectives. With input from his employees, new ones were made, making sure that they fit within the library and university’s mission statement and goals and objectives. He stated that it was important to align or realign goals and objectives with those of the university and the library. He felt that creating clearer goals and objectives would help employees understand what their function was, and would aid in
showing their value to the library and the university, as well as accessing the department’s success and weaknesses. It now has a clear mission statement, goals, and yearly objectives to be met. Structure The department works with a flat reporting model. Nine employees report directly to the interviewed administrator. The administrator said that this is very time-consuming, between meetings, reports, and unforeseen issues, and sometimes interferes with the other things he has been charged to do. This was the decision of the dean, as was the decision to reorganize the department and combine the special collections and university archives. Administrator Tasks During the interview, the administrator said that he came into an unusual situation. The position was created to accomplish certain tasks and to fix some specific things, as well as start some ongoing projects on top of day-to-day managing. He said that when he started, things were forward-loaded. For instance, he was responsible for (and still is) the process of moving the collection. This included meeting with contractors and builders, and determining what would be moved and when and where. He feels as if things haven’t settled into enough of a routine to clearly define percentages of time spent on certain things. He’s been charged with the tasks of changing the culture, and what is done within the department and how. He’s been working on bringing employees who work on different collections together to make it more of a cohesive unit. He also says that tenure takes up time that he doesn’t really have at the moment, including research, writing, and professional development activities. He stated that the majority of his time is spent on operations and programming, increasing visibility, applying for grants, and
fundraising. He mentioned that he hasn’t physically handled any part of a collection since he’s been in his position, but that he deals with them in a different way as a manager. The 1/3rd Rule When I explained the 1/3rd rule to him, he said it sounded good in theory, and it might play out more that way once things have settled down and the more pressing matters have been taken care of. He also mentioned that even with the intentions to manage time equally between priorities, unforeseen things com up that warrants his immediate attention. Leadership and Management This discussion turned into more of what a good manager is and does, but he did say that anyone can be a leader even if they aren’t a manager, and that he expects that from his employees. He also said that his employees need to have good project management skills and need to be able to take on a leadership/management role for certain projects, and he encourages them to be leaders in the profession through professional development and continual learning. He also said that it was an adjustment for him because he went from being an executive director in his last position to being a middle manager in this one. As the discussion went along, he started talking about what he thought embodied a good manager. He said that communication is key, as well as collaboration between departments and across repositories, and fostering collaboration between employees. He also said that being able to express the value of an employee’s work is important, and that transparency went a long way in fostering that feeling of value. He tries to do this so that employees don’t feel like they’re given a task without knowing why, expressing how it
fits in with the goals and objectives set fourth for the department and it’s impact on users is really important. Top 5 Questions 1. How important is Emotional Intelligence as a manager? He expressed that it was very important. He faces a lot of challenges every day and emotional intelligence helps him manage the stress, and it also helps him prioritize. He has nine very different people reporting to him, so having the emotional intelligence to work and manage those people in a way that works for them is very important. He has the same expectations for all of them, but how he communicates those expectations and how he deals with different situations with different individuals varies. He also said that he tries to get to know his employees and show that he’s interested in them as people and not just as employees. I got the impression that being tactful was important to him, as well as being cordial. 2. How do you interact with other departments within the library and the university as a whole, especially when issues arise? He said that interdepartmental work is key, and that there is no avoiding it. I mentioned an instance that occurred recently when a mistake made by another department within the university had an adverse affect on his. He explained that it helps to have common goals and that relationships with people outside the department really matter, because in many ways, departments rely on each other. He also explained that when issues arise, it’s important to understand the institutional goals and culture, and that politics play a big role in relationships. When there is an issue, it’s important to have leverage and a big political player on your side. No matter what, there needs to be a level
of respect and communication kept at all times, and that mutual respect can go a long way in helping to solve differences. 3. How do you keep morale up when financial incentives are out of your control? The administrator commented that by encouraging employees to be professionally active and to learn new things that interest them within the context of departmental goals goes a long way in building morale, because employees are intellectually fulfilled and feel that their department and management are interested in them and their well-being as people, and see potential within them for growth. The administrator also commented that small things such as pot-luck birthday parties, taking employees out for coffee and getting to know them and their personal and professional goals, and providing social opportunities make a difference. So does showing that he’s interested in and vested in them and sees them as whole people and not just workers. He commented that the lack of financial incentives is hard because institutions tend to lose their best people to other places that provide them. 4. Views on talents and fairness. This has been one of the most interesting discussions in class for me, and I was interested to get the administrator’s take. He said that catering to employees’ talents depended on the circumstance. He said that while the structure of the organization requires that people do the tasks they were hired to do, those positions and duties can be tweaked to cater more to talents. When a new task or project comes along, it can be assigned to the person who has the most talent/interest in doing it, if time and current responsibilities allow. By allowing professional growth, the administrator hopes that employees will feel more fulfilled. He tries to get to know employee goals so that he can
keep them in mind when it comes to assignments. He also stressed the fact that at the end of the day there are needs that need to be met, regardless of talent. 5. Is management in the field intentional, or is it often “found”? This interests me because it seems some people fall into management positions, or they’re the next logical step in someone’s career, and people don’t always seek them out. The administrator says he’s seen both, and it depends on a number of factors. He said it really depends on institutional culture and whether the company or institution generally promotes from within. His goal was to be a manager. What are some reoccurring issues? Some of the reoccurring issues mentioned were that staffing issues are constant but the nature of them are unpredictable and vary widely, and that the flat model is time consuming. Finding time and funds for continuing education and professional activism and development was also a concern. The unpredictability of things in general also posed as a challenge. Opportunities for Improvement Because the administrator’s position is relatively new and it was created to help make changes within the department, it’s hard to tell what changes are currently happening and what’s working and what isn’t. I got the impression that the position was created and he was hired because there were really large opportunities for improvement and that he’s been charged with that task. However, as far as his individual management skills and if what he’s doing is working isn’t yet evident. I think the strong and specific objectives will allow reflection and measurement of success. Right now, it seems that the administrator is addressing the known issues and serving the function the library intended
for him to serve. Steps are being taken to increase visibility and awareness of value. Steps continue to be taken to increase a team-oriented workplace. It also seems that things have been such a whirlwind since he started his position that it’s hard to tell what is working and what isn’t and that for many things, it’s too soon to tell. Ideal Qualities The administrator stressed communication, respect, and time management. He also noted that setting the example is important and doing whatever possible to create a healthy institutional culture.
Advice and Lessons Project and time management skills are essential, as well as good communication. The administrator offered to look over my resume and CV, and was glad that I was already actively seeking employment. He also said that conducting informative interviews with people in the field worked well for him, and when he was wrapping up an interview he’d find a way to get another name of another person to speak with, and then ask if it was ok if he mentioned to the new person that they had spoken. This was a valuable way of networking for the administrator, especially since he was crossing over from academia. Comparison to Readings Raving Fans by Ken Blanchard When I asked the administrator if had heard of or read Raving Fans, he explained that he read it twice; the most recent was right as he started his current position. Ken
Blanchard came to give a talk and the dean of the library requested that all library employees read and familiarize themselves with it. The first secret, “decide what you want”, is evident in the department the administrator leads. Based on our discussion on the revamp of the mission statement, goals, and objectives, it’s clear that the administrator and the department have taken a good, hard look at what their purpose is and what they hope to achieve. By aligning it with library and university goals, they’ve garnered support outside the department. The department also exhibits this secret by actively seeking out grants for new projects or to improve collections or services. The department also has very clear acquisition policies, which helps them meet their goals, and more physically decide what they want (and what they don’t). I’m still trying to figure out how exactly the second secret-“discover what the customer wants”, is enveloped within the department. As far as collections go, there are very specific curatorial categories and guidelines and policies to additions. If the department collected anything that anyone thought was valuable in a special collection or archive, it would be huge, disorganized and lacking a clear purpose. The department does, however, try and decide what the customer wants when it comes to researchers and gauging what type and how in-depth the information they are seeking should be. The department also conducts tours, presentations to classes, class research help, and puts on exhibits both in the reading room and throughout the greater library. The departmental liaison interacts with the professor of the visiting class to better fit their needs. Researches are also asked to fill out a research form, stating who they are, what they
used, and for what purpose, in order to see what’s popular and what might need to be better promoted or organized. The third rule, “deliver +1” is also met within the organization. I think part of it is that doing research in Special Collections and University Archives for the first time can be daunting and a little intimidating, especially among those who aren’t familiar with it. The employees in the department take two hour shifts at reference, and they make it a point to be welcoming and put people at ease. I think having to ask for things instead of being able to browse and get it on one’s own is weird for some people in the beginning, especially when they’re not sure what they’re looking for. But, because the employees are so familiar with the collection, it seems many users are glad that the burden if “finding” is taken off of them. First Break All the Rules by Marcus Buckingham and Curt Coffman From the interview and from my experience working in the department, it’s clear that the administrator and the department would generally answer positively to the 12 questions. Because of the revamped mission statement, goals, and objectives, as well as open communication and direction, employees do know what is expected of them, and, if they don’t, it seems that that discussion would be easy and welcome with the administrator. Without the proper materials and equipment, it’s hard to responsibly and properly conserve and organize special collections and archives, so this is one issue that hasn’t come up, because many times the right materials aren’t only wants, but necessities. It also seems that there is an informal culture of praising work and offering advice when asked, both among employees and between employees and management. The
administrator does care about the employees as individuals; this is evident in the daily conversations and morale boosters that he encourages. He has also succeeded in fostering a generally caring culture, because it seems that employees connect on more than a working level. They know things about each other, ask specifics about each other’s lives, and check in with each other when someone is sick, hurt, or going through a tough time. During the interview, the administrator made it very clear that he encourages professional and intellectual development, and works with employees to make this possible through time off, funding, allowing employees to take time out of their workday to produce presentation materials (which is sometimes tied to tenure) and encouraging group work on posters and presentations. This also goes along with question 12, “In the past year, have I had opportunities to learn and grow?” Emotional Intelligence The administrator seemed to have a good grasp on what emotional intelligence is and of its importance. He sets an example of this in the workplace by being even-keeled under pressure, dealing with multiple people with different personalities effectively, and by gauging the vibe in the workplace and effectively changing the culture. He’s assertive and knows how to handle uncomfortable situations and ensures that things get done in an effective manner, but is also empathetic and sensitive enough to be tactful. His office door is always open, he makes a point to speak to everyone and shows that he really cares about them, and he has a strong goal of transparency within the department. He strives to get to know individual employee’s goals, and how they work and what makes them tick. And, while he’s charged with making sure they do their job, he interacts with them in
different ways individually and has learned how best to communicate with each of his staff members. Conclusion and Recommendations Conclusions This was a really valuable learning experience for me. Most of my past working experience has either been student work (which I think is a weird category all in itself) or jobs where my experience with management was not positive. Most of the time I was just a body filling space and doing a job that needed to be done and it seemed that the management was managing customers and money, with little concern for employees. Most of my previous employment was a result of needing a source of income rather than having the luxury of choosing based on being professionally fulfilled or empowered. On the other hand, I’ve read a lot about good management and thought that it sounded great in theory, but had very little footing in real life. This interview helped me realize that good managers often pull from a wide variety of sources to find their style, and that some things do work only in “theory” but are good to contemplate and, with a little tweaking, can work in real life. The interview helped bring the two extremes together in a working model. The biggest things that I’ve come away with in the interview are that communication and tact are really important skills to have. I also learned that people are generally receptive. I was really nervous about asking to interview the administrator, but he was actually happy to do it. Recommendations
Because there has been so much change going on in the department, I’d suggest taking a breather and evaluating what has been done so far, and what needs to be done still to meet the yearly objectives. Another suggestion that I have is to reevaluate the physical organization that has been laid out as part of the move. As it currently stands, users have to walk through a “fancy” reading room, through a research room, and into an office in order to reach the person working reference. It can be daunting and intimidating for new users. Prior to this reorganization, the reference person sat at a desk at the front of the reading room, so they were the first person a user saw, and customer service was more proactive. The new research room is less formal and a great space, but it’s impossible for people who aren’t familiar to find. Students routinely get lost looking for their class. I often work in the reading room, so I try my best to direct people, but it really is an odd setup. The plan to ease this trouble is to put up signage directing people, but I can’t say that I have high hopes for its effectiveness. Having the reference person so hidden away doesn’t seem proactive or welcoming. I understand the reasoning behind it: the reading room is used for formal classes, presentations, and meetings. However, the majority of the time it is unused or used only by student workers as a work space. My suggestion would be to have the reference person in the reading room unless there is a function going on. During those times I’d redirect with signage to the office where the reference person is now stationed. Another way this could be done is to make sure there is always a student employee working in the reading room when formal functions aren’t taking place, and charging them with receptionist duties on top of what project they’re working on.
One of the best things I see going on in the department is the culture. Special collections and archival work can be solitary and monotonous at times, but the culture really makes it feel like a team and a community. Everyone has work to do, but the tone isn’t so serious that people can’t laugh and have a good time once in a while. I think the administrator has done a good job of finding the right balance between work, seriousness, and social opportunities. It will be interesting to see the outcome of all of the changes once the dust settles.