Special Collections and University Archives
Administrator Interview
Library Introduction
A department within a larger academic library, a “library within a library”. It has 8 Curatorial areas, including special collections, rare books, and university archives. It is currently going through a move, and continues to make readjustments. It has a flat reporting model, 9 employees report directly to the administrator, who is the assistant head of the department.
Administrator Introduction
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Has an MA and PhD in History, spent 10 years in academia teaching. Started his archivist career in museums before becoming a manager. Position was created to make changes in structure and culture, and he’s the first to occupy the position. He’s been in the position for almost two years.
Research Methodology
Informal observation Preparation Interview
Administrator Tasks ď Ź
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Responsible for general operations and employee management, as well as interdepartmental collaboration and a sense of cohesion within the department. Was brought on to do and change specific things, with projects waiting for him. First tasks included revamping the mission statement, goals, and yearly objectives, as well as facilitating the departmental move.
1/3rd Rule
When he started, the position was forward-loaded, with things that needed to be done quickly, and issues that needed to be addressed. He hasn’t yet settled into a routine where he can break down into numbers what he does Tenure takes up time that he doesn’t always have, as do professional development activities Majority of time is spent on operations and programming, increasing visibility, applying for grants, and fundraising Hasn’t physically handled a collection since starting the position 1/3rd rule sounds good in theory, and might work once the immediate issues are taken care of
Thoughts on Leadership and Management
Anyone can be a leader, even if they aren’t a manager. People need good management skills to manage and lead projects, even if they aren’t managing people on a regular basis. Encourages employees to be leaders in the profession through professional activities and development.
Emotional Intelligence
Emotional intelligence helps with stress management and helps prioritize. Has the same expectations for his employees, but communicates them differently to different employees. Addresses issues differently with different employees, but has the same end goal. Respect, tact, and cordiality go a long way.
A Good Manager…
Is an effective communicator. Can collaborate and fosters collaboration between departments and staff. Is able to encourage employees and express their value as an employee and the value of their work to the employee himself, as well as the department, the university, and the community as a whole. Creates transparency within the department and help employees understand decisions made, outside influences, and provide a clear direction for the future.
Raving Fans
Administrator was assigned Raving Fans not long after starting his current position by the Dean of Libraries. Overhaul of mission, goals, and objectives shows rule #1. #2 is a little tricky because of the specific nature of the department. The department does try and digitize and see what professors and users want when it comes to tours, classes, and exhibits. #3 does happen, often in service and in research.
The 12 Questions
Employees can say yes to all at least some of the time. Employees are valued as people and professionals, feel comfortable discussing their ideas and feelings, have the tools they need to be successful, and are given feedback and formal reviews. Morale boosters are also in place. There seems to be a good balance between being social and being friends and keeping the working relationship in tact. The administrator and the employees care about each other both personally and professionally. Administrator tries to enable employees to use and develop their talents and try new things as long as it fits within the goals and objectives, and daily operations.