In this unconventional management book, author Susan Carol Curzon presents a different take on traditional library management tools. Through personal narrative and anecdotes from other working professionals, Curzon presents the many everyday challenges one meets as a library manage.
In this unconventional management book, author Susan Carol Curzon presents a different take on traditional library management tools. Through personal narrative and anecdotes from other working professionals, Curzon presents the many everyday challenges one meets as a library manage.
Dedication Acknowledgements Introduction Chapter One: At the Helm The Librarian-in-chief The Master of Integration The Proof is in the Pudding Downstream Thinking Conspiracy of Silence Target Fixation The Long-distance Runner The Importance of Making a Good Impression Chapter Two: Unbuckle the Library Idea flow How Ideas Flow Diversity and Inclusion Assessing the Library A Frank Moment about Assessment Assessment Underway Choosing the Assessment Approach Assessment Methods Personnel Resources Targets of Assessment Timing Using the Results of Assessment Controlling Expectations Chapter Three: Engaging People People Who Like People Stand Up Director Not One of the Gang The Fighter in the Ring The Actor on the Stage Checking Your Ego The Power Seekers Building the Management Team Driving the Staff Crazy Minding the Message Staff Morale Relationships in the Workplace Union actions The Politically Connected Staff Hello to New Employees Job Crafting Working Remote Flexible Scheduling The Exit Interview Saying Farewell Chapter Four: Customer Number One: Your Boss Living the Context Bucking the Boss Being Tough with Yourself Market Yourself Relating to the Boss' Boss Relating Effectively The Booster Bad Bosses Chapter Five: Dealing with Governing Boards Degrees of Control Basic Principles Developing an Agenda Making the Board Look Good Boards Under Siege Bad Boards Chapter Six: Dollar sense The Breadwinner Know the Dollars Manage the dollars effectively Walking the Straight and Narrow The Boss and Money Getting Audited Managing Time Employee Turnover Chapter Seven: The Borders of the Realm A Friend Indeed Network vs. Clique The Danger Zone Tattletale Poachers Friends of the Library Community Groups Student Associations Elected Officials Chapter Eight: Dealing with the Media The Double-edged Sword Being Interviewed: Preparation The Written Word Being Interviewed: Responding The Drop-in Reporter The Reporter: Friend or Foe? Bad News Day Two-week Rule Staff Involvement Chapter Nine: A Death in the Library Emotional Impact The Dying Colleague Dying in the Library Sharing the News Attending the Funeral Practical Concerns A Grateful Library The Year After When a Family Member of Staff Passes Chapter Ten: Changing Times Taking Heart Pattern of Decision-Making World of Gray Outside Forces of Change Change Fatigue Handling a Setback The Price of Not Changing Problems without Solutions Project Management Chapter Eleven: Transitions Starting the New Job The Secretary to the Director Promoted from Within Accidental Director Job Shock The End of the Line: Fired The End of the Line: Resigned The End of the Line: Retired Traveling Light Chapter Twelve: Do You Want to be a Director? Essential Questions A Final Word About the Author
Dedication Acknowledgements Introduction Chapter One: At the Helm The Librarian-in-chief The Master of Integration The Proof is in the Pudding Downstream Thinking Conspiracy of Silence Target Fixation The Long-distance Runner The Importance of Making a Good Impression Chapter Two: Unbuckle the Library Idea flow How Ideas Flow Diversity and Inclusion Assessing the Library A Frank Moment about Assessment Assessment Underway Choosing the Assessment Approach Assessment Methods Personnel Resources Targets of Assessment Timing Using the Results of Assessment Controlling Expectations Chapter Three: Engaging People People Who Like People Stand Up Director Not One of the Gang The Fighter in the Ring The Actor on the Stage Checking Your Ego The Power Seekers Building the Management Team Driving the Staff Crazy Minding the Message Staff Morale Relationships in the Workplace Union actions The Politically Connected Staff Hello to New Employees Job Crafting Working Remote Flexible Scheduling The Exit Interview Saying Farewell Chapter Four: Customer Number One: Your Boss Living the Context Bucking the Boss Being Tough with Yourself Market Yourself Relating to the Boss' Boss Relating Effectively The Booster Bad Bosses Chapter Five: Dealing with Governing Boards Degrees of Control Basic Principles Developing an Agenda Making the Board Look Good Boards Under Siege Bad Boards Chapter Six: Dollar sense The Breadwinner Know the Dollars Manage the dollars effectively Walking the Straight and Narrow The Boss and Money Getting Audited Managing Time Employee Turnover Chapter Seven: The Borders of the Realm A Friend Indeed Network vs. Clique The Danger Zone Tattletale Poachers Friends of the Library Community Groups Student Associations Elected Officials Chapter Eight: Dealing with the Media The Double-edged Sword Being Interviewed: Preparation The Written Word Being Interviewed: Responding The Drop-in Reporter The Reporter: Friend or Foe? Bad News Day Two-week Rule Staff Involvement Chapter Nine: A Death in the Library Emotional Impact The Dying Colleague Dying in the Library Sharing the News Attending the Funeral Practical Concerns A Grateful Library The Year After When a Family Member of Staff Passes Chapter Ten: Changing Times Taking Heart Pattern of Decision-Making World of Gray Outside Forces of Change Change Fatigue Handling a Setback The Price of Not Changing Problems without Solutions Project Management Chapter Eleven: Transitions Starting the New Job The Secretary to the Director Promoted from Within Accidental Director Job Shock The End of the Line: Fired The End of the Line: Resigned The End of the Line: Retired Traveling Light Chapter Twelve: Do You Want to be a Director? Essential Questions A Final Word About the Author
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