A Crisis Is a Terrible Thing to Waste

Re: inventing Your Library during Challenging Times

David Singleton and Julie Walker

Libraries Facing Challenging TimesMichigan Gov. Jennifer Granholm

issued an executive order to eliminate the Michigan Department of History, Arts, and Libraries.

New York City's three library systems face 22% budget cut

Cuts force Seattle Public to close for one week

Ohio libraries will lose $84.3 million over next 2 years

Challenging Times in GeorgiaPublic Libraries in Georgia facing

local cuts ranging fromo 3% to 49%

Board of Regents employees, including state-paid librarians, face 3 furlough days before the end of 2009

GPLS and Public Libraries face a minimum of 5% state budget cuts in FY10 and FY11; reductions of 12% remain from FY09.

Overview“Challenging times” are different

than ordinary timesStaff react to challenging times

on both cognitive and emotional levels

Personal and organizational leadership make the difference in environment (and success) during challenging times

How are challenging times different?Environment often unstable or

changing quicklyReduced or stagnant resources,

sometimes with increasing demand

People tend to feel less valued and less knowledgeable (what they know isn’t working)

Scrutiny increased; mistakes are often more visible

Reactions to Challenging TimesCognitive level

◦Observable/tangible changes◦Fewer resources available◦Major changes in operations often

occur◦Important to acknowledge and

communicate clearly about tangible changes and their possible impacts

Reactions to Challenging TimesEmotional level

◦Confusion (staff and public)◦Staff may not feel as

valued/competent◦Often focused only on the present◦Sometimes eager to assign blame

(human reaction); the rumor mill churns in the absence of facts

◦Essential to acknowledge and communicate clearly about, preferably in person

Reactions to Challenging Times Inertia (do nothing)Complain (energy focused on

wrong things)Lead“The challenge of the time:

make asset scarcity a source of innovation, not enervation.”

John Ulmschneider, Virginia Commonwealth

In Calm Weather, All Ships Have Good Captains

Swedish proverb, often attributed to Adam

Smith

Leadership is Key to How Libraries and Other Organizations Survive (and Thrive) During Challenging Times

Essential for the LeaderKnow What You BelieveEmbrace OptimismBe CourageousPrepare RelentlesslyRecognize Weaknesses/Solicit

HelpCommunicate, Communicate,

Communicate (and work with your staff)

Know What You Believe

Our services and programs are vital to communities

We offer high value for every dollar allocated

We are stronger together than we are apart. Cooperation and collaboration are key.

Perhaps no place in any community is so totally democratic as the town library. The only entrance requirement is interest. - Lady Bird Johnson

Know What You BelieveNothing sickens me more than

the closed door of a library.- Barbara Tuchman

The dissemination of knowledge is one of the cornerstones of civilization.- John F. Budd

Libraries are America's Lifelines. Leave Them Alone.

-Kenneth C. Davis

Embrace Optimism

There have been bad times before, and we have survived.

Increased demand evidences the value of libraries

Difficult times offer opportunities to reexamine what we do, why we do it, and how we do it

A crisis is a terrible thing to waste

Be Courageous

Speak truth to power; do not hesitate to tell your story

Be relentless in pursuing adequate funding (even more important to quantify the need)

Be honest in your assessment of your ability to provide services with limited resources

Do not be afraid to change

Prepare Relentlessly

No one is better than librarians at gathering and analyzing statistics; use your strength.

Educate your staff about the library and costs associated with operations/services

Energize your FriendsRemind trustees of their

advocacy roleUnite with your colleagues; we’re

all in this together

Recognize Weaknesses/Solicit Help

Self assessment (be brutally honest)A few sources of help:

◦Peers◦Staff◦Friends of the Library◦Trustees◦Volunteers◦Community leaders◦State library◦Library associations

Communicate, Communicate, CommunicateNot a time to hide—Be visible to

staff and to the communityTalk face to face whenever possibleShare what you know, even when

the news is not greatIt’s all about respect"Advocating in a Tough Economy"

toolkit is available at www.ala.org/tougheconomytoolkit

As we, the leaders, deal with tomorrow, our task is not to try to make perfect plans. Our task is to create organizations that are sufficiently flexible and versatile that they can take our imperfect plans and make them work in execution. That is the essential character of the learning organization. ◦Gordon R. Sullivan & Michael V. Harper

Focus for the OrganizationServices

◦Focus on Customer Service Excellence

◦Work Toward Continuous Innovation◦Remove Barriers (ask your

customers)◦Explore New Service Models,

including rethinking digital presence

Focus for the OrganizationInternally/Organizationally:

◦Expand Partnerships (where they make sense)

◦Plan for the Future◦Realign Resources/Organizational

Structure◦Re-examine Your Core Mission◦Tell Your Story

Customer Service ExcellenceEmpower staff at every levelInvest in staff training (free or

low cost training is plentiful if you look around)

Engage customers in dialogue about services

How can volunteers contribute more while staff remain valued?

Work Toward Continuous InnovationEmpower staffAsk for suggestions from staff

and customers (remember to respond)

Examine workflows throughout organization (Staffing for Results can help)

Standing still is not an option

Remove BarriersEmpower staffFines/Fees Resolution ProgramsRead Down Your FinesGo to your customers if they

can’t come to you (outreach)Think access, not ownershipBe creative with volunteers and

partnerships

Explore New Service ModelsFocus on Critical ServicesInternallyDigitallyOutreachCollaborationRemember to let go of what is

not working

Expand PartnershipsPartnership=a cooperative

relationship between people or groups who agree to share responsibility for achieving some specific goal

Expands your resources and builds advocates who understand the value of the library

Plan for the FutureWithout vision, the people perish. The

leader articulates the vision.Strategic planning involves

stakeholders throughout the community and builds awareness and advocacy while setting direction.

During economic downturns, infrastructure is less expensive to build.

Don’t forget to prepare for the good times to come.

Realign Resources/Organizational StructureBrainstormExamine other modelsTake risks (OK to abandon what

doesn’t work)Encourage flexibilityReach out to colleagues

Tell Your StoryRepackage what you do in terms

that the public can relate toReturn on Investment (ROI) data

can be very useful; several websites allow you to calculate rough ROI

Friends of the LibraryTrustees

SummaryChallenging times are different.They offer opportunities as well

as challenges.Staff respond to challenging

times on multiple levels.Leadership is the key to

surviving/thriving in challenging times.

Resources American Library Association, “Advocating in a Tough Economy

Toolkit,” http://www.ala.org/ala/issuesadvocacy/advocacy/advocacyuniversity/toolkit/index.cfm (accessed July 27, 2009)

Corwin, Scott, Elisabeth Hartley, and Harry Hawkes, “The Library Rebooted,” http://www.strategy-business.com/press/article/09108?gko=ef8aa-1876-27600325 (accessed July 27, 2009)

Lehman, Jeffrey, “Leadership in Difficult Times,” http://www.livemint.com/2009/01/13212610/Leadership-in-difficult-times.html (accessed July 27, 2009)

Mayo, Diane, and Jeanne Goodrich. Staffing for Results. American Library Association, 2001.

Nelson, Sandra. Strategic Planning for Results. American Library Association, 2008.

“Rudy Giuliani on Leadership in Difficult Times,” http://www.sacredheart.edu/pages/25193_rudy_giuliani_speaks_on_leadership_in_difficult_times.cfm (accessed July 27, 2009)

David W. Singleton, Director of Library Experiences

Public Library of Charlotte and Mecklenburg County

dsingleton@plcmc.org

Julie Walker, Deputy State LibrarianGeorgia Public Library Servicejwalker@georgialibraries.org