Strategic Library - January 2015

“My a lma ma t er was books , a good l i brary … I cou l d spend t he res t of my l i fe read i ng , j us t sa t i s f y i ng my cur i os i t y . ” - MALCOLM X » Strategic Library ™

I ssue 1 3 / / January 1 5 , 201 5

COMMUNITY USERS AND THE ACADEMIC LIBRARY Strategies for exploring a dynamic relationship require a balanced approach. BY ANDREW R. GRISSOM WHY SHOULD YOU CARE ABOUT GOOGLE GLASS? Librarians can assist in promoting and cultivating new approaches to wearable technology being explored by the academic community and mainstream marketplace. BY HEATHER RULAND STAINES LIBRARIANSHIP DURING THE UNEXPECTED Surviving unplanned events requires planning and adapting to a new definition of a librarian’s role. BY ALLEN M. LOPEZ, MSIS RE-RE-THINKING THE INTEGRATED LIBRARY SYSTEM Interoperability allows libraries to choose the discovery solution that delivers the best DEVELOPING A LIBRARY CONTENT SERVICES PORTAL Meeting a technology initiative in a new strategic plan spurred the development of improved LMLO workflows. BY SEAN CROWE AND JAMES VAN MIL See ALA Press Releases on pages 17 and 21 . user experience. BY NEIL BLOCK

Set Your Mind on Leadership Development

» Developing library leaders among current staff is investing in your library’s future.


WHAT IS YOUR LIBRARY’S MINDSET? WHAT IS YOUR MINDSET? It’s no surprise that for too many of us, leadership development is the last priority on our funding lists. We need to focus our resources on defending our libraries from financial siege, fighting for marketing at- tention, and championing our users’ needs and wants. Where is the time, where are the funds, for developing our people? The answer is, as usual, it depends.  Do you have a library administration with a fixed mindset or do you have a library ad- ministration with a growth mindset?  This distinction can be at the very center of the “it depends” response and can determine the difference between having—or not having—the time and money for leadership development.

L ibraries are full of creative, intelligent, and dedicated people. But ask most of these people if they see themselves as leaders, if they are working to the top of their potential, or if they are stepping out and reinventing their libraries and many of them will shake their heads and say, “No, not really.” Why?   The answer could include a number of reasons, but I think one is central. It’s one that we can do the most about: leadership development. What is the difference between an insti- tutional mindset that supports leadership development and one that does not? What factors encourage an organization to invest in leadership development?

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