The last time I did this post was in 2014, and my oh my things have changed. I’ve learned so much, I’ve been through so much, and it feels like the time to write more about management style. Here goes!
I opened up my post in 2014 with the following words:
Did you die?
Did anyone else die?
Did you burn down the building?
Did anyone lose an appendage?If you answered “no” to all of those questions, you are doing a great job of being a librarian in a public library. -Justin Hoenke’s Management Mantra, 2014.
In many ways, my mantra has not changed. I didn’t fully understand what I meant by these words back in 2014, but in time I’ve grown to understand what I was saying. What I’m saying here is that I think librarians should be approaching their work with the least bit of stress and anxiety that they can bring to the table. Stress and anxiety, or so I have learned over the last few years of my life, are very detrimental to the overall health of a human being. There are many articles out there that talk about this, but this one is very helpful and direct. When we’re stressed and anxious, we’re almost a completely different person. Over longer periods of time where we are stressed or anxious we can begin to see changes happening. I noticed it within myself: I was weaker, my body ached, and headaches happened way too often. There were some other things that contributed to all of this, but there was also stress and anxiety. While I haven’t cut those things out completely, I’ve worked hard to be mindful of my stress and anxiety levels and to back down when I need to breathe.
I think this is what I was trying to get at in 2014. The best library managers and leaders are not the ones that push you to work constantly or to always be thinking of the latest and greatest things. The best ones are the people that remind you to breathe and to take care of yourself. Need to use a sick day as a mental health day? Sure, you deserve this. Feeling overwhelmed by the project you’re in the middle of? OK, set it aside for some time and eventually get back to it. These are behaviors that good managers and leaders will model themselves and then through their actions other staff will pick up on it.
And now will all of that said, let’s dive into the same format we followed back in 2014:
What does a manager/leader do?
As you can see, I’ve expanded this question to include “leader”. I like to use manager/leader in a very similar way. They manage a workflow, they inspire coworkers to try new things, and they’re the guide for keeping the library moving ahead. So what do they do? Everything I just said above. A manager/leader should have a vision as to where things are going and also at the same time be rooted in the present. A manager/leader will understand that the team they have is what they’re working with in the present but will plan ahead for changes in the future. A manager/leader will step up when they need to step up, be the front and center of the organization, and back up their staff at all times.
How does this change what I already do at the library? AND Do I need an office? What does one do in their office?
Your entire library life changes. I can’t believe that five years ago I was thinking all the time about how I could pull together a program and these days are now spent thinking about how I can pull together a policy. The day to day librarian who runs programs and talks to patrons is very different than the librarian who manages and leads. At my current job, I’ve tried to try to approach this with a balance. My office is right near the front door and it has windows all around it. Sometimes I feel like I am in a fishbowl but there are ways that I attempt to get around that (Curtains! Turn off the lights!).
I have no perfect answer with this one. Some days I feel so in tune with the administrative non public side of things, and other days I’m locked in and just wanna talk to people and check out books all day. So what does that tell me? Do what I wanna do and go with the flow. I think this way of thinking is also something you should pass along to your staff if you’re managing and leading them. Of course, the day to day stuff has to be dealt with, but with everything there’s always a bit of wiggle room.
How does one lead?
Warts and all, I think you just do it. There is the good and that bad. Sometimes you screw up. I remember one time at my current job where I had to talk to an employee about something that ended up being a joke. I came down hard on this person when I really didn’t need to. I messed up and in the end I admitted that I did that. That moment taught me to give some thought to everything before reacting. In the times where I’ve had to have chats with people on my staff, I’ve learned to process everything in advance and give myself time to understand what needs to happen. I think as a result I’ve become more direct: this needs to happen, this is why it needs to happen, and so on and so forth. And the best thing is that there’s always room to grow. If you don’t like who you are and where you are headed, change it up. Growth happens through learning and all of this happens with patience.
So I’m gonna end this post with a cold hard truth: I don’t think you really ever fully know what you’re doing when it comes to anything let alone management and leadership. You’ve just gotta take it all in, process it, learn, and grow from it. I’ve found this approach to be the least stress and anxiety. With those two things minimized (or sometimes completely out of) my life, I feel like I’m the best Justin I can be. I am able to approach things with the best pair of glasses on.
