Friday, December 19, 2008
Some background here- my parents live in Nashville where I went to high school, so I was surrounded by Hickory this, and Jackson that. Even though I lived there longer than anywhere I never really learned much more about Jackson than his part in the Trail of Tears.
Really what I'm getting out of the Brands' very personal narrative about Jackson --as much about the climate of the times he was living in-- is how so many of our decisions are made based upon past experience. I don't mean simply how we learn about what works best in a situation to manage people, but rather, how our entire lives both personal and professional really affect our decisions. (You get a lot out of an HW Brands book because the numerous, constant, highly-detailed tangents to explain an antagonists' point of view.)
We all have some experiences, although hopefully not like Jackson's of being orphaned at 13 and assaulted by British officers, that will influence our entire lives. Some of these experiences will prejudice us toward a certain group or point of view, while others will make us more affectionate to a certain cause or argument. I often try to understand why I might be instantly given to an immediate reaction toward an individual or way of thinking. It usually goes back more to the emotional level rather than the completely rational mind.
Sunday, November 23, 2008
Sunday, November 16, 2008
At CACI, we hold ourselves accountable for being honest, in all our dealings. We don't make excuses; we make it RIGHT.
Of course, that doesn't mean that we never make mistakes. Every organization does. And we are not different. We know er are not perfect, and we take ownership when we are in error. (After all, if you can't admit a mistake, you certainly can't fix it.) Then we correct our mistakes, and we correct them quickly. We do this even when it hurts.
When it comes right down to it, accountability means that if you or I make a promise to a client, we fulfill that promise. We make every effort to ensure that the client receives exactly what they expected to get, as a result of our agreement. And we don't just do this because it's on paper. We do it because it's the right thing to do and because it is just good business.
Saturday, November 8, 2008
"Americans invented the chain convenience store in Dallas in 1927, and it is still going strong. There are 146,294 of them in 50 states with annual sales of $577 billion, or about 4 percent of the U.S. gross domestic product, according to the Association for Convenience and Petroleum Retailing."
We know that people will pay more for a convenient experience that saves them time (insert cliche here). In most cases people are already paying for the library either through taxes or tuition. So, besides time what else that is important to everyone can the library provide? Some, like my library, have gotten into the coffee shop business too, should we instead be putting 7-11's in our libraries?
Friday, November 7, 2008
Tuesday, November 4, 2008
Taking all the above-mentioned factors that influence the library environment into account, I want to forecast the future relating to assessment in libraries. Effective implementation of data-driven and evidence-based decision-making requires vision, leadership, and risk-taking. This leadership depends on character, understanding of economics, changing technology, and expected impacts. Without focused, effective, and supportive leadership, assessment and evidence-based management will not scale. Without direct and consistent support from the library director, assessment activities lose traction and do not penetrate the local library culture. Local assessment frameworks cannot succeed without continuous support from library directors. Leadership needs to demonstrate purpose, consistency, and determination in the use of evidence-based management. Leaders need to walk the talk."
This a quote from the award winning portal article by Amos Lakos
Evidence-Based Library Management:The Leadership Challenge portal: Libraries and the Academy 7.4 (2007) 431-450
Monday, November 3, 2008
Saturday, November 1, 2008
Tuesday, October 21, 2008
Management theories come abnd go, but they all boil down to a few simple ideas: communicate openly, encourage growth, and independence, give people the tools they need, evaluate their work constructively and honestly, and always let them know they are valued."
....now just to implement all that
Wednesday, October 15, 2008
I am continually shocked at the number of librarian blogs that exist for no other purpose than to rant about patrons. It might be called venting in another environment, but most will not put their own name to their posts. Ananimity in this respect is not responsible and I think not even ethical. If the hostility toward patrons is too much to handle, perhaps the librarians in this situation should consider changing their field.
I will also admit that I fall into the category that leans to patron-focused rather than item focused. I am much more concerned about our customer service than I am about a broken spine or torn page. I think my library is a good example of this and the documented results are that we have one of the highest percentage of non-resident patrons bases in the state of Texas.
Are you patron-focused or item-focused?
Wednesday, May 21, 2008
Strict adherence to jobs
Equal share of responsibility