Tag Archives: Strategic Plan

Public Libraries Must Agree Upon a Mission If We Are to Survive

As Librarians we are repeatedly told that the average person doesn’t really know what the Library does. We worry about this. We recognize that this lack of understanding leads to reduced funding, marginalization, and potentially worse fates. We discuss at length how to address the problem. We market. We advocate. We promote. And still we hear from surveys and studies that people “love the Library” but they aren’t really sure what we do or offer. The more frighting notion is that by not understanding what we do they cannot truly understand why we exist.

I consider the folks at Forbes to be a fairly intelligent group (ok-there might be a few non-MENSAs in the group but lets not fight the hypo..); but look at this article by David Vinjamuri

” …public libraries in America: they are dynamic, versatile community centers. They welcomed more than 1.59 billion visitors in 2009 and lent books 2.4 billion times – more than 8 times for each citizen. More than half of young adults and seniors living in poverty in the United States used public libraries to access the Internet. They used this access, among other purposes to “find work, apply to college, secure government benefits, and learn about critical medical treatments” For all this, public libraries cost just $42 per citizen each year to maintain.”
“Public libraries for their part have been slow to react to the dramatic changes in publishing and reading that threaten their ability to fulfill their core mission of promoting reading. By focusing too heavily on giving patrons access to bestsellers and popular movies, libraries risk missing the significant opportunity afforded by the explosion in the number of new books published each year.”

So Mr. Vinamuri is pretty clear that we are community centers whose core Mission is reading. Really? Hmm…I thought we were about Information.

As a professional who has spent considerable time on the topic of Strategic Planning, Mission Statements are a go-to for me when I want to know why an organization exists. So I began pondering the correlation between this apparently massive disconnect between our efforts to advocate ourselves and the public lack of understanding of Libraries. I found something startling: We have created this confusion!!

If you spend 15 minutes searching every Library that pops to mind and you read their mission statements you will discover, as I did, that they are ALL over the map. In addition, so many of them are filled with the latest trending buzzwords/phrases such as: life-long learning, community gathering place, advance knowledge, community anchor, bringing people together, foster creativity and so on. What I did not see was a cohesive presentation of the mission/purpose of the Public Library. Next I turned to ALA documents and other professional sources and while I could find bits and pieces…I never found a clear, concise statement of WHY we (the Free Public LIbrary) exist. Even Wikipedia failed me! What I did repeatedly find was that the main task of a Public LIbrary is to lend books and other materials. Great! BUT WHY??!!

So, if you cannot find- you create. To that end, I submit (knowing some will inevitably disagree) that :

The Mission of the Free Public Library is to provide the open and equal access to information that is necessary for the existence of an informed citizenry able to participate in their government.

Because I believe this is the reason Free Public Libraries exist, I have NEVER had difficulty answering the ever-present questions of “Will Libraries become obsolete?” “Will Google replace Libraries?” “Will eBooks make Libraries irrelevant?” Of course not! As long as our political system finds its foundation in an Informed Citizenry there will always be a need for the Public LIbrary. That is- as long as WE remember why we exist. If we continue to make our Mission the latest trend then we will be our own demise.

A basic principal taught in business school comes from the 1960’s writings of Theodore Levitt, a Harvard Business School professor. Mr. Levitt forwarded the notion that, to be successful, businesses must focus on customer needs not on a specific product. He used the example of buggy whip manufacturers. If they had focused on accessory products for modes of transportation rather than JUST buggy whips- they might not have become obsolete when the automobile rolled around. Utilizing this same thinking, Public Libraries should focus on the primary customer need- information- and recognize that these trending buzzwords/phrases are great marketing tools that add to our Mission but do not replace it.

Why is it that we seem so determined to ‘jazz’ up our Mission with the latest trend? In a recent discussion I had with a group of Librarians I jotted down some of these buzz-words and phrases: Life-long learning, Community gathering place, Advance Knowledge, Community Anchor, Foster Creativity. It is my contention that these are METHODS to, RESULTS from, or REQUIREMENTS of fulfilling our mission…not the mission itself. For example: Literacy is a basic skill required to effectively seek and utilize information resources. Thus literacy is something in which Libraries have a vested interest but in and of itself it is not our Mission. A Library may become a community anchor as a result of fulfilling their Mission. Life-long learning is a method to the creation of an informed citizenry. The Mission of all Public Libraries in America is exactly the same – though the application is and should be radically different as dictated by the community the Library serves. This application is where the method, result, and requirements become unique; but we have allowed them to pervade our essential Mission.

During my search of various Library Mission Statements, I discovered that even the library’s that kept their Mission Statement fairly straight forward couldn’t quite resist the lure of including verbiage such as “Entertain”. For example:
“The Everywhere Public Library provides materials, information, technology and cultural opportunities to enrich, empower, educate and entertain people of all ages and backgrounds.”
Perhaps they felt these inclusions gave them an easy-to-point-to rational to encompass those less ‘educational’ portions of our offerings (such as DVDs and Romance novels). I would argue that we need no such rationals. Allowing all citizens access to those materials, such as film and television- from which we derive so much of our common vernacular and shared ideas, is as vital to participating in a water-cooler conversation as reading Plato will ever be (if not more). Who hasn’t referenced a popular film or television program in conversation to illustrate a point? (“I made him an offer he couldn’t refuse!”) If you cannot afford the DVD or Television- you may not have access to view the films [if you wish to] and therefore will never fully understand those references and thus the sublties of such conversations. Thus these offerings become essential to the fulfillment of our Mission.

We play a vital role in the provision of our Constitutional Republic. We should embrace and reinforce that role, not only as the privilege and honor it is, but also as the assurance of our continued relevance and essential nature. Why is this not enough? Do we feel our Mission must be ‘jazzed’ up to draw in patrons? Or are these divergent and mixed messages of our Mission a result of our own internal crisis about who we are as a profession? Did we feel that the public trust would be improved by disassociating ourselves with the image of a government entity?

Whatever the cause, this inconsistent message of the Mission of the Free Public LIbrary must stop! We should revel and stand tall in the knowledge that we are the sole entity (government or otherwise) tasked with providing equal and open access to information so that our citizens are able to become informed and thereby participate in their own governance. Fulfill that mission in whatever manner (literacy, life-long learning, entertainment, community gathering place) best suits your unique community- But let us stop mixing Mission and method. If we, the champions of this amazing service called the Public Library, can all agree on ONE Mission that is unique, essential, and timeless then perhaps our united voice would be enough to eradicate the public’s misconceptions about the Public Library. If we know who we are- so will they.


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Five Answers to Successful Strategic Planning

One of the hardest parts of doing strategic planning is just getting started. Where to begin? What approach should we use to pursue strategic planning for my library? Do I just tell the staff; “Next Monday we will have a managers meeting to begin our next strategic plan.” BOOM There it is. We’ve started! Sure. Go ahead and do that – IF YOU WANT TO ENSURE FAILURE.

If you stop to consider what all is in involved in conducting strategic planning, you’ll realize that it may not be the most complicated process, but it does take some deliberate organization and preparation. Expecting your staff to know what needs to be done to pursue a new strategic plan is expecting a lot, unless you have a highly motivated, highly collaborative, visionary and experienced staff. Those dozen or so libraries that meet this description have no worries. For the rest of us, we need to think about what we’re getting into BEFORE we open that can of worms.

Strategic Planning does not just “happen” as a normal part of staff activity. Not that it shouldn’t, we just never have embraced that approach to doing it. And another reason we don’t do strategic planning well is because we don’t start off well prepared. There are a few fundamental questions we should answer before we simply begin.

These questions need well thought out answers in order to begin effectively with high expectations for success. The sequence in which you answer these questions is also important because the answers at each step will influence the answers to subsequent questions.

1. Why do we want a new strategic plan?
That may seem like a nonsense question to begin with, but you might be surprised at some of the reasons why libraries develop a new strategic plan. Sometimes it’s as simple as a mandate, either from the library’s jurisdiction, or the board, or some other regulatory agency, like the state library, or to get funding from a grant. If this is your reason for doing a new strategic plan, save yourself and your staff a lot of time and headaches and just do it yourself. Use your own best judgment about who your library is and why you exist and create a reasonable mission, vision, goals and objectives and get back to work. Put it back on the shelf where it’s always been until next time you need a current plan.

If you want a new strategic plan because the library wants to be better, wants to be more, and wants to be relevant to its community, then you want to make significant changes in your library operation and organization. You MUST recognize that going into this process. You are talking about change from a business as usual, status quo posture to a 21st Century Library – something not yet envisioned by most libraries. If you – the library director and person responsible to make this strategic planning process result in a successful strategic plan – want to instigate major change, you must be prepared to face obstacles.

2. What are the obstacles to achieving a successful strategic plan?
There is not a single worthwhile effort that does not have to overcome some obstacles. Creating a successful strategic plan is no different, so it is important to consider what those obstacles are before you begin. Each of your potential obstacles should be addressed extremely realistically. This is not the point at which you can afford to whitewash anything.

How much support or resistance can you expect to get from your own staff? It depends on your organization’s culture and whether the staff experience is very positive or very negative toward strategic planning. How much support or resistance can you expect to get from outside stakeholders? This depends on whether or not the stakeholders have been included in past strategic planning, or might welcome being included now. How much change do you want to accomplish with this new strategic plan? Depending on the past experiences, and whether strategic planning for change is something new for your library, you may be considering something radically new for your organization. In this case you can certainly expect more obstacles. More changes = More obstacles. When you determine what likely obstacles you face, you can better answer the next question.

3. Who needs to be involved?
Why is this issue important? Because, you want to ensure that the people working on this project actually accomplish something. You can choose to begin with everyone, or you can begin with a few select individuals. What you want is a core group of people – from where ever, either internally or stakeholders from outside the library organization – who will understand what you are trying to accomplish and work toward that result. You cannot accomplish anything with people who only want to talk and not do, or only want a venue for their agenda instead of doing the work, or who get bogged down in making everyone feel like a valued participant. Getting the correct group of people involved from the beginning will ensure you actually accomplish your planning process.

It is entirely likely that this beginning group may change over time and as the process progresses. That is as it should be. Your intent in getting the planning process started is to begin with as much potential for success as possible.

4. How well do I intend to resource this strategic planning process?
As we all know, any project or effort that is not well resourced is not likely to achieve as much as it otherwise could, or more likely to fail completely. Assuming that you are attempting major changes, the rule of thumb is that the more change there is the more resources will be required – whether fiscal or personnel – you must commit adequate resources to be successful.

As the director, how much of your own time and energy do you intend to devote to making sure the strategic planning process is on track and moving toward a successful conclusion? How much of your library’s resources do you intend to divert to this project? How much political capital might you need to spend? How much training might be required? Do you need the services of an outside consultant?

This is a major resource consideration because many library directors and boards believe that strategic planning is best done internally. But, that assumes several factors exist about your organization – from top level leaders to bottom level employees, including stakeholders. First, that everyone fully understands the planning process, and knows their part in it. Second, it assumes that leaders are familiar with a proven strategic planning process, and have the time necessary for shepherding the process to a successful conclusion. Consultants are expensive, but consider your staff capabilities before you decide which process to use.

5. What strategic planning process format should we use?
There are many planning processes to choose from. Should we use a very analytical approach and assess everything from Mission to SWOT to operating environment to marketing plan thoroughly using scientific analysis? Should we take a “customer centered” approach where we view all operations and programs from the customer’s perspective? (Remember when that approach to everything was popular about five years ago?) Should we use a highly detailed and elaborate process to ensure as many aspects as possible get included?


Should we use a process that is compatible with our staff, expertise and experience? Undoubtedly, the answer to this question is YES! Regardless of what format that may be, like the one in the illustration below, you need to know where your strategic planning process is taking you, and it needs to be one that you can effectively implement and that everyone understands.


The key to success for any project is to begin properly. Strategic Planning is important enough to warrant an excellent beginning. Give your next Strategic Plan the best chance for success and consider these five fundamental questions before you begin.

[For more information about Strategic Planning visit: KD Matthews Consulting. ]


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An Awesome Experience With Strategic Planning

The awesome part was working with my daughter to present something that we are both passionate about to other library professionals. Besides gaining a new appreciation for just how awesome Kimberly is, we experienced something that few parents and children get to experience – getting paid to work together.

What greater experience could a librarian have than to present a workshop with their child, also a librarian, who is now a colleague? Last week Kimberly and I spent two 8-hr days in Utah presenting our Strategic Planning Workshop to two groups of library directors and their board members.

Our workshop covered;
• What Is a Strategic Plan,
• Why Do Strategic Planning,
• The Strategic Planning Process,
• A Strategic Planning Format, and
• Details of each step in the process, with
• Breakout sessions for participants to collaborate and develop new elements of their own Strategic Plan.

Kimberly Planning

Based on our book Crash Course in Strategic Planning, published by Libraries Unlimited last August, we developed this Strategic Planning fundamentals workshop and were contracted by Utah State Library to deliver it to their first group of librarians.

Steve Goals

The icing on the cake was that the participants left at the end of the day inspired to take on developing a visionary strategic plan for their library. Some of the participant comments included;

“Thank you! I came in this morning planning on a boring lecture but you guys were great. I am not stressed about Strategic Planning now.”

“I came today discouraged at the whole thing. After the class, I feel so much better. I feel this is really a goal I can reach. Thank you Thank you.”

“It was excellent. Thank you. This is such an intimidating process and I learned a lot.”

“I was expecting to be overwhelmed and confused but I came away understanding the need for Strategic Plans. I now believe that we can put together something for our library that will be useful. Very clear and understandable. Thank you!”

“Steve and Kimberly gave a wonderful plan to follow so our strategic plan will now actually reflect the community and library’s needs in regard to the patrons’ expectations. I now have a direction to follow in developing our first long-term strategic plan.”

“I should have brought board members to participate in this.”

“It was perfect! Fantastic!”

Visit KD Matthews Consulting for more opportunities to learn about Strategic Planning.

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Alligators and Swamps and 21st Century Libraries

Tonight while I was watering my sapling trees I noticed that there were numerous ants crawling around the mound within the moat that I was flooding. As I watched the ants test the edge of the dry ground where the water was soaking it, and waiting to see if they all fled to the top of the mound, I realized that the constantly busy ants have a very limited perspective of their larger world. Basically, they can only see the dirt in front of their antennae because of their mission to seek and gather food.

I mentally translated this scene of the ants’ limited perception, and began to wonder if there was an analogy with why I haven’t seen more success stories about 21st Century libraries. After over three and a half years of following the 21st Century Library transformation issues, and blogging about the multitude of environmental factors and librarians characteristics and skills and organizational qualities of the 21st Century library, why aren’t there more libraries making “progress” if you will toward becoming 21st Century libraries? Why isn’t there more discussion and literature about libraries that are 21st Century libraries?

That brought to mind the conversation I was having awhile back with my good friend urban library director back east who reminded me that “When you’re up to your armpits in alligators, it’s hard to remember that your original goal was to drain the swamp.” I really enjoy her stories of mayhem in the library, and we both get a good laugh, but in reality it is the daily “crisis” of events that prevent exceptional leaders and library directors from achieving the vision they have for their library.


It isn’t that they don’t know what to do to become a 21st Century library. It’s that they don’t have the resources to achieve it. When the events happen that require immediate and decisive action by the director, it takes time and energy and disrupts the organization. When it happens routinely – even daily – it robs the organization of the working environment of order and stability that promotes progress, and the disruption stifles efforts to achieve excellence.

Unquestionably, making progress takes planning for the future which takes considerable time. It takes time to envision the future. It takes time to create a plan to achieve that vision. It takes time to develop a plan to achieve that future that is actually helpful, as opposed to one that just consumes already severely limited resources. In my blog post of June 6, 2011, Too Busy Keeping the Library Running! I offered the following information from Stacie Dykstra, Nov 29, 2010, on Growth & Profit Solutions Blog (Cain Ellsworth & Co.).

Truly successful businesses excel in at least one of three key areas and adequately execute in the others depending upon the strategic focus they choose in delivering outstanding service to customers. These key areas are:
1. Product Excellence – Strategies that deliver the best product (or service) at the best value – e.g., Apple;
2. Customer Intimacy – Strategies that cultivate relationships and satisfy the unique needs of customers – e.g., Nike;
3. Operational Excellence – Strategies that deliver efficiency, low costs and make doing business simple and hassle-free – e.g., Wal-Mart.

Achieving excellence in these areas requires attention to 10 key critical success factors:
1. Planning

Many business owners say they are too busy working in the business to be able to concentrate on all these areas. Which is the reason why planning becomes so essential. It is the vital process that focuses your attention on the critical issues that will insure long-term success for your business. The development of winning strategies and their implementation requires effective planning and analysis to understand where your business is now, where you want it to be in the future, and how you are going to achieve your goals. [Emphasis added.]

The three key areas noted are especially applicable to the 21st Century Library – Product (Service) Excellence – Customer Intimacy – Operational Excellence. In order to achieve any of these the director and staff must PLAN.

One remedy I’ve found highly successful is just start small to plan and execute change. Start small – informally plan and accomplish one short-term goal – and then keep going. Before long you’ll have an appreciation for how useful and successful planning can be. Hopefully, that will develop a desire to make it work on the larger scale of a 21st Century Library Strategic Plan.

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Personalized Professional Development? Scoop.It!

In this 21st Century environment most everything is moving toward personalized service and product. Marketing efforts are trying to reach individuals as well as market segments, and products that sell very well are those that people can use in ways that fit their interests, needs and life style.

Seems to me like librarianship is also one of those interests that can benefit from being personalized, especially since professional development opportunities on cutting edge librarianship are few and far between. Everything from embedded librarianship to virtual reference services to BISAC is focused more on the individual’s needs than ever before, and taking charge of your own professional development is more important than ever.

ScoopItI have found that for me Scoop.It works extremely well for searching the Internet while I work, and pulling out headlines and URLs that are potentially of interest to me according to the search parameters I determine.

Professional reading – not just juried articles or publications – and everything thought provoking, is my personalized professional development program.

Scoop.it is the most connected curation publishing platform. Our partners and integrations include major social networks and platforms including LinkedIn, Twitter, Facebook, Google+, Pinterest, WordPress, Tumblr, SlideShare, and HootSuite.


We built Scoop.it to help the marketers, the consultants, and the entrepreneurs increase their visibility online. Scoop.it enables professionals to share important ideas with the right audiences giving them an opportunity to create and maintain a meaningful Web presence, a crucial component to the success of their business and career.

So, in a sense, you can become your own consultant – and certainly you should be an entrepreneur – regarding your librarianship professional development, as well as your network. I use my 21st Century Libraries Scoop.It site to collect hundreds of headlines and URLs almost every day. It provides me with the latest Who’s Doing What information, as well as articles of interest on anything “21st Century Library related.” Other interested professionals browse my site and Re-Scoop articles and URLs for their own audience, and share thoughts and Scoops.

Scoop.It is the easiest way there is to keep tuned in to the world of librarianship, or whatever interests you.

For those hundreds of you who are interested in my Strategic Planning series of posts – the most viewed posts on this Blog – feel free to review my picks for my own professional development at my new Library Strategic Planning Scoop.It site. It currently has over 20 very informative and thought provoking scoops.


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21st Century Library Strategic Management

In my Strategic Planning series of posts in the fall of 2010, I stated that the Strategic Plan was essential to the survival of a 21st Century Library. That series was fairly comprehensive in addressing the Strategic Planning model that I proposed, but it did lack follow up regarding the HOW. Once you make your 21st Century Library Strategic Plan, then what? Implementation is also very important, because as Morris Chang stated:

Related to my recent Leadership posts, management is equally as important in accomplishing the 21st Century library’s Goals and Objectives. Where leaders provide the vision and inspiration, managers provide the means and capability. Generally, organizations consist of leadership and management positions. Always leaders are directly responsible for the success of the organization, most often managers are not. Possibly a military analogy will best explain this concept.

In the military there are commanders and there are staff officers. Commanders are legally responsible for the unit they command and the individuals assigned to that unit. Commanders have authority to promote, and award medals and incentives, as well as impose non-judicial punishment on those who violate regulations and the Uniform Code of Military Justice. Commanders or responsible to accomplish the mission given to them by their superior commanders, whether that mission is in combat or peace time. Use the “charge and take that hill” image if it helps explain the responsibility of a commander.

Staff officers are the assistants to the commander. They are assigned primarily in the areas of personnel, intelligence, operations and logistics. These broad areas of support are charged with the responsibility to support the commander in accomplishing the unit’s mission. These support staff acquire the means and resources and make them available to the commander and his unit, as well as to his subordinate commanders and units to also accomplish their missions. In that way, when the commander is ordered to “charge and take the hill”, he has the means and capability to succeed.

In the same way, libraries are organized with leaders and staff positions. An analogy can be made between commanders and library directors, between subordinate commanders and branch managers, and between staff positions and reference, technical services, circulation, trainers, etc. Every library is different in terms of the number of staff and types of positions in its organization, but every library is the same in terms of those who establish the mission, goals and objectives, and those who support them by providing the means and capability to accomplish the mission.

This is where “strategic management” comes in.

Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers [library managers] on behalf of owners [directors, boards and jurisdictions], involving utilization of resources, to enhance the performance of firms [libraries] in their external environments. It entails specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs.

Strategic management is a level of managerial activity under setting goals and over Tactics. … In the field of business administration it is useful to talk about “strategic alignment” between the organization and its environment or “strategic consistency.” According to Arieu (2007), “there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context.” [Wikipedia]

Where many libraries are out of step with reality today is in understanding the “strategic alignment” between the organization and its environment, therefore that have no “strategic consistency.” Many library jurisdictions, boards, directors, and staff still believe that it is business as usual. They have missed the fact that both the external and internal environment have changed – dramatically! Their missions, goals and objectives, and actions are NOT “consistent with the … market and the context.”

“There is nothing more wasteful than becoming highly efficient at doing the wrong thing.” is often attributed to Peter Drucker, But regardless, the concept is fundamental to the principals that drive a strategic plan, a strategic vision, and strategic management of a 21st Century Library.

The 21st Century Library is efficient at doing the right thing – providing the information needs of its 21st Century customers. It accomplishes this through strategic management of its goals and objectives, and providing the means and capability to succeed.


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Strategy for 21st Century Library Excellence

Since all libraries and leaders are different, there is no formula for creating an excellent library. However, developing a strategy and plan for achieving excellence is the most important plan you’ll ever create. The six steps discussed below will help you outline an effective strategy for achieving excellence in your leadership and in your library.

1. Assessment: In order to get where you want to go you have to know where you are. That seems exceedingly obvious, but many leaders look more toward where they want to go than where they are. Therefore, the best route to get from where they are to where they want to be is never charted. No strategy is planned as to how they should proceed. They end up side tracked because they know what they want but not how to achieve it. Without sign posts, intermediate check points and alternate routes, it is hard for anyone to get where they want to go, especially when you need to take dozens, or hundreds, or even a handful of people (each with their own ideas) along with you. However, it can be just this simple:
a) know precisely what you want your library to achieve,
b) assess where you are now,
c) establish indicators to tell you your progress toward your library excellence goal and,
d) above all else, stay on track.

2. Build on Small Successes: Success is contagious. Everyone wants it. When people see others being successful they will make efforts to be successful themselves, at whatever they can. Build on whatever successes you can find in your library. If it is one department, one campaign, a single program, or even one excellent employee, emphasize their success and give them the “bragging rights” they have earned. Do not let anyone or any part of the library rest on their laurels. Excellence is achieved through constant effort and success.

3. Create Uniqueness: Just being successful does not guarantee achieving excellence. Uniqueness helps create that extra spirit which makes successful libraries excellent ones. A library mascot, common hardships, adversity turned into triumph, a history, or most anything that identifies the library can spark that uniqueness. Anything that members can hold up as a rally symbol to create that desire to belong to this library over any other library promotes the intangible motivation to excellence. Are there any positive stories or “legends” that live on in your library? Any that typifies the highest values of excellence? Or, just the ones that typify the existing values of self-preservation and people really don’t come first?

4. Control Competition: Competition is inherent in almost every human endeavor. Competition is a healthy motivator if used constructively. If one section or department always wins the “BEST WHATEVER AWARD” then competition becomes destructive. Competition should be channeled toward beating the high standards that will achieve excellence. Exceeding “minimum” standards, or just exceeding the libraries own “personal best” at anything is the most constructive competition to pursue, not beating each other. Beating each other creates a WINNER-LOSER situation. Beating the standards creates an EVERYBODY WINS situation. Competition can also be directed externally at a recognized problem. How can we show our relevance to the community? How can we attract more customers? How long can we keep the circulation growing? How can we gain more strategic partners?

5. Teamwork: Teamwork in an excellent library is valued more than individual expression. Library goals are valued more than individual interests. Activities are planned to promote teamwork and recognition is shared by team members. Teamwork is contagious also. Successful teams at the smallest level will lead to success in building teamwork at the library level.

6. Strong Library Identity: Members of excellent libraries know it and want to tell people. Strong library identification is also called “library pride.” Excellent libraries keep and attract excellent people who want to belong because it fulfills their need to be associated with a successful organization.

If all the factors discussed above are exercised by excellent leaders, excellent libraries with strong library pride will result.

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