Balancing Library Management with Day-to-Day Responsibilities: Outline

1. Gwin Grimes
Webinar notes
6/29/2020
library@co.jeff-davis.tx.us
gwingrimes@gmail.com
432-426-3802
Juggling for Library Managers
balancing day-to-day and administrative responsibilities
I. Intro
Hello! Good afternoon and thank you for your time today. I am looking forward to this
conversation. By the way, my slides are minimal but you will get my notes, as well as a handout
of resources.
CHECK IN: How is everyone doing? It’s OK to not be OK.
What are you doing for self care?
a. Probably a lot like you. Who Library Director, only FT employee, two part-time
clerks, one in a.m. and one in pm. Open 44 hours per week. Service area 2,300,
library cards: 600? 6,000 sf historic building. Materials: books, DVDs, audiobooks,
small Library of Things, a few magazines and local newspapers.
After each section, I’ll pause so that we can address any questions but I’m hoping
to save time at the end so that we can chat some more.
b. Why are we doing this? I consider this kind of training to be leadership
development. If we want to be good leaders, good role models, good managers,
good supervisors, good employees, investing in our personal development
strengthens relationships within and outside of the library and it improves the
library in concrete ways. How: mission impact, lower costs, greater productivity,
greater stability. (Shepherd, 2014)
c. How are we going to do this? Like any project, one bite at a time. Takes at least
three weeks to make anything a habit. One thing at a time.
d. Let’s just acknowledge right away that change is hard. Some of us are better at
coping with it than others. You can have routines or rituals, whatever you want
to call them, and still be flexible. Go at your own pace. May be even harder now.
May want to look into Trauma Informed Libraries group on Facebook. Good stuff
there.
e. Time to address the gorilla in the room – or webinar. The pandemic. It has
changed the way we do things in libraries and some things, probably forever.

2. Some are good and some are not. Despite current challenges, I believe that this
is an opportunity that we can use to make changes for the better – whether it is
ourselves, staff, or the library.
I agree with Jason from Vermont that this is a really good time to examine all
aspects of management. IF you have time. IF you have the mental bandwidth to
do it.
First things first: this is the time to show grace, empathy, compassion – whatever
you want to call it, with staff, your board, volunteers, patrons. The best and most
important thing you can do right now is listen and be present for others. Refrain
from offering advice unless you are explicitly requested to do so. Make a safe
space for staff to talk to you, safe as in free of judgments. Be prepared with
referrals, if need be.
Do frequent check-ins. It’s OK to not be OK. Make sure that everyone
understands that we all manage stress differently. Some folks may need an extra
break or peace and quiet or to rock out (with headphones). Try to be as
accommodating as you can, balanced with the needs of your library.
Start with yourself, please. Just like on an airplane – put that oxygen mask on
first before you try to help people around you. Practice radical self-care, that is
go beyond the bubble bath. Learn new coping skills if your old ones aren’t
working. You’re the captain of your ship and you can’t lead effectively if you are
not doing OK.
I don’t know about you, but I have learned an incredible amount about my
community, my library and what it means to the community, my staff, and
myself.
Now the key will be to take that information and do something with it. Compile
it, reflect on it (analyze it), make a plan.
What information? Where do I start? No need to reinvent the wheel. We have
analytical tools we can use, like the time-tested SWOT analysis – make a cross or
X on a piece of paper and list the strengths, weaknesses, opportunities, and
threats for programs, or a service, or the library overall. You can do this as an
individual or in a group.
The problem with a SWOT analysis is that it is like a snapshot in time. It’s not
particularly forward-looking as far as solutions or plans, but it’s a beginning.

3. CHECK IN: What was your biggest management challenge before the pandemic? What is your
biggest challenge now? You can respond in the comment box or just think about it. How are
those two things the same? Different?
SLIDE
Priorities and Goals
1. How do you prioritize when you are pulled in a million directions at once?
Develop a personal mission statement. Mine is patrons first. I consider how every decision will
affect patrons. Wait! What about staff? Board? Volunteers? I’m not saying that the customer is
always right. But all things equal, with everyone playing by the rules, we schedule staff to
benefit patrons – not just according to when staff wants to work, right?
Your mission statement should be aligned with your job and your library. A director’s mission
may be different from that of a branch manager.
Priority
a. Is it a true emergency? Building on fire, flood, medical issue. Or merely urgent.
b. Is it mission driven? The way your library delivers service.
c. Is there a deadline? When does it have to be done? If not now, add it to your list.
d. Memorize: Your lack of planning does not constitute an emergency on my part. You can
and should find nicer ways of saying it.
e. Don’t get caught in the trap of prioritizing by size of to-do item or how long it will take
just so you can cross items off your list.
f. Deadlines and priorities are not the same thing. Sometimes you need to prioritize
deadlines.
Here are some ideas to consider when making your priorities:
1. Make time for the big picture. Don’t get so caught up in the trees that you ignore the
forest. It’s easy to focus on putting out fires, checking out materials, responding to
emails, etc. But use this filter: how does this further the mission of your library?
2. This leads to the need for reflection and conversations that generate ideas and
solutions, whether up the chain with the board or other governing entity, or down the
organizational chart to employees and volunteers. Outside the chain, include your
primary stakeholder: the patrons. Example: A patron complains about a policy or
procedure. Two things: It’s not personal and don’t get defensive.
3. Change your library’s culture by changing your focus from reactivity to proactivity. The
No. 1 thing that I read about in various library discussion groups is how to solve a
problem. Nine of 10 replies often will be “make a new policy.” While library policy
manuals are an entirely different webinar, this is just one example of a reactionary

4. mindset. Instead, be reflective: what led to the problem? What needs to change to
avoid the problem happening again? How does this problem relate to existing policies?
Can the problem be solved now and in the future without writing a new policy?
The best example is the smelly office refrigerator analogy. Happens all the time:
Everyone brings food and sticks in the breakroom fridge. It never fails that some stuff
gets forgotten, usually buy one culprit. An email is sent out. A note stuck on the fridge.
Meanwhile, the leftovers are turning into a science experiment. What do you think
happens next? New rules for everyone! Lots of finger-pointing and grumbling in the
office! What’s the better solution? Handle it on an individual basis. This works on so
many levels. Dress codes. Tardy employees. Messy co-workers. Smelly patrons.
4. You need to make lists and you need a calendar. It doesn’t matter if they are digital or
on paper. If you are one of those people who think you don’t need a list, may I suggest
reading The Checklist Manifesto.
5. Your priorities will drive the budget process. In some ways, the pandemic has made
some cost-cutting decisions easier. For example, I anticipate that I won’t resume in-
person programs at the library until at least 2021. My performance license to show
movies in the library expired in May, but I didn’t want to pay for six months that I
wouldn’t be able to use. That was an easy one. Others are much harder and you need to
treat those decisions as a process, like any other important one.
Like the SWOT analysis, nothing wrong with using SMART or SMARTER goals.
Specific, measurable, acceptable, realistic, time-framed, extending (stretch capabilities) and
rewarding.
All plans need periodic assessment and possibly revisions in order to achieve long-term success.
CHECK IN: Do you think your priorities will change going forward?
3. Decision-making
QUOTE:
“Psychologists have shown how much people dread doing the wrong thing, so much so that
they go to great lengths to avoid making choices, or even viewing themselves as choosers.
Irving Janis, a social psychologist and leading scholar of group behavior,
So much so that he found that the heart rate of participants in certain experiments quickened
as they were about to find out whether they made a “right choice.” (Nee, 2017)
1. One of the worst things that you can do is to procrastinate or avoid making decisions,
but it is human nature because people want to win, or maintain control, or avoid
embarrassment, or stay rational, according to Harvard Business School research. (Nee,
2017)
2. Every decision has some element of unpredictability, uncertainty, and risk. (Evans &
Alire, 2013) Therefore, you need to understand your tolerance for risk and work with it.

5. Understand that making decisions comes with risk and ambiguity – we have learned all
about ambiguity in the past few months, haven’t we?
3. Know that you will make mistakes – like everybody else in the world.
4. On your handout, you’ll find a list of questions titled “What is your decision style?”
(Evans & Alire, 2013) There are no right or wrong answers. It is just to get you to think
and reflect.
5. Part of the process is analyzing what went wrong when things inevitably don’t work out.
Get in the habit of looking back at what made something work, too. We often just
accept that it did and we move on rather than learn from the experience. Problem
solving arises when there is a difference between actual results and desired results.
Making a cake
Reflection may be the most underutilized tool in our librarian kit. It starts as thinking but
should be expressed in writing at some point.
6. Briefly, how to troubleshoot:
1. Assume a standard of performance exists against which you can compare real
performance.
2. Determine whether a deviation from that standard has occurred.
3. Locate the point of deviation. Beginning, middle, end?
4. Look at the end result – what is the deviation?
5. Look for a change or changes in the system. Something happened to cause the
deviation – unless you are testing a new system.
6. What caused the change or changes? Did the change cause the problem or is the
change THE problem?
7. Take the cause that most closely explains what happens, correct it in the system,
and test again. If the deviation disappears, then you have figured out the cause.
Hooray! If not, test another facet. If you stop too soon, you may not figure out the
cause and you may end up with even more problems. This is not unlike the scientific
process. (Adapted from Evans & Alire, 2013)
CHECK IN: How do you describe your decision-making style?
4. Time Management
a. You can’t manage time, but you can manage yourself.
b. Self assessment: enneagram or other personality typing. Useful but not definitive.
Introvert or extrovert learning styles (plus auditory, visual, kinesthetic or combo)
c. Give yourself time to think during the workday. Sounds crazy, right? Don’t we already
think all day? I have been known to hide out in the bathroom sometimes to think. I
retreat to workroom or lunch after feeling overwhelmed after a big story time session.
Be kind to yourself.
d. If the pandemic has proven anything so far, it is that people can work at home and be
productive, sometimes more productive. People like working from home, especially

6. when they are not micromanaged. I have learned that 90% of my entire job can be done
from home when no patrons are in the building. The 10% is going through mail, dealing
with the stuff that gets left on my desk (should we weed, can we re-order, etc.), dealing
with physical supplies, like making up arts and crafts kits for srp.
e. SLIDE Learn to say no and don’t apologize. Instead of giving excuses or long
explanations, say when and how you CAN say yes. Negotiate your way to yes. No, I can’t
do that today, but I can put it on my calendar for first thing tomorrow. No, that meeting
time won’t work for me. Can we try for 3 p.m. instead? No one wants to know the
details, usually. If they NEED to know (your boss), tell them briefly but get back to the
intent.
f. One thing at a time. Survey says: Multi-tasking doesn’t work! Nope.
g. So many tools available to learn to manage yourself and the time you have to work. Find
the one that works for you. Don’t forget the three-week minimum for developing a new
habit.
CHECK IN: What is your biggest time-management challenge? Again, comment or think about it.
4. Communication
It’s a two-way street
PERCEPTION is everything
Four goals for effective communication are
Clarity
Conciseness
Advance preparation
Respect for the person receiving the message (Evans & Alire, 2013)
A. Complete communications include at least the 5 w’s – who what when where and
why. Sometimes an H – how much. In all written communications, do a quick re-read
and make sure that you have answered those questions.
B. In verbal communications, Be aware of your body language, eye contact, and facial
expressions. Communications is a skill that you can learn and should always be working
on.
No matter whether it’s good news or bad news, a policy change or library newsletter or
a report to the board – ask yourself these questions:
What am I trying to convey?
With whom am I communicating?
When is the best time to do this?
Where is the best place?
What is the best channel?
Why am I communicating? (Evans & Alire, 2013)

7. h. Managing up and down and laterally your chain of command – communication. Learn
what works best and use it.
i. Pick a method and be consistent. Depending on technology, it can be a notebook on the
front desk, a notation on the daily tally sheet, a computer file, email, group text, Slack
message, etc. You may need more than one channel, but watch out for information
overload. You know that meme about the meeting that should have been an email? The
opposite is true, too. It just takes practice, but if the information is potentially confusing,
scary, or otherwise emotional, do it face to face. Follow up in writing with details.
j. Transparency and how much is too much. It is OK to say that you are unsure, be
reassure that you are working on it or researching or reaching out for help. It’s OK to say
I don’t know – just like in a reference transaction, you can say I don’t know but I’ll get
back to you.
k. Bad news: Do not ramble at first -- you will only increase alarm. Get to the point. Be
direct and clear. Pause. Listen. Allow time for the recipient(s) to digest the information.
Ask for questions. Thank your listeners, but do not make promises you may not be able
to keep. Remain open to questions. Avoid hackneyed phrases like, “This hurts me more
than it hurts you.” Apologize if it is appropriate.
l. Tact is about respect and sincerity. Again, don’t hem and haw, get to the point. Watch
your body language and your facial expressions. Practice in front of a mirror if you need
to.
m. Fear and anticipation of a confrontation is always worse than the actual event. I have so
many examples. Mask and staffer.
n. Learn de-escalation techniques. You never know when you will need them. I have a
source for that on your handout that is great.
o. Relationship building starts with communication. Communication starts with listening. I
mean, really listening. Active listening. Stop everything you are doing and listen. Take
notes if you have to. Repeat back what you think that you are hearing. “Do I have this
right? I am making sure that I understand. Re-phrase in your own words so you do
understand. When you are listening, watch your body language. Don’t cross your arms.
Watch your expression. Encourage the conversation to continue by saying mmm hm,
yes, go on, etc. softly. Nod your head. Smile if appropriate. Don’t be afraid of silence in a
conversation. Let the other person finish their thought.
p. Don’t apologize unless you did something wrong. Don’t apologize for every little thing.
I’m sorry, sorry, sorry – it’s a verbal habit that you CAN and should break. Be specific
when you need to apologize. I’m sorry that I was late and inconvenienced you. Sincere,
but brief. Don’t keep dwelling on it, especially when it’s minor, and don’t keep piling on
the excuses clothed in explanations. This is especially important for new managers.
q. Words are important. Think about what you are going to say, even if it takes a minute to
think it through. This counts double in confrontational or otherwise tense situations.
You won’t look dumb, you’ll appear thoughtful and controlled.
r. Ask open-ended questions to draw out others. If it can be answered yes or no, find
another way to ask.

8. CHECK IN: What is your communication strength?
6. Getting Organized
A. Marie Kondo your workspace. Don’t be like me and keep that cute turkey pinecone craft
until after Easter. Not so cute anymore.
B. Calendars. In the handouts, I have a link to an editable document called a Tickle File.
C. Use technology that is easy to learn and implement. Many software solutions, free and
paid, but if it takes so long to learn how to use it then it may not be worth your
investment in time.
D. Only file paper you must keep for records retention purposes. Don’t know? Ask city,
county, state – state library? What and for how long? I have one file drawer in my desk
and maybe one-third of one vertical file cabinet for archival purposes. Data retention
covers email, too.
E. Invoices and bills. Make a system and stick to it. I use a three-ring binder. Not high tech,
but it works for me.
F. Paper mail look, file, or deal with and catalogs – recycle immediately. If they put out a
catalog, they have a website. Unless they don’t. Keep those if they are a regular vendor.
I have a separate tray those go in and I routinely purge it every 3 months or so.
G. Emails -- graphic
H. Use tools: Post-its, label makers, etc.
I. Writing reports – templates, fill them in. Short, bulleted.
J. Do I leave a clean desk at the end of the day? Heck, no. Perfection is not attainable and
therefore not a goal.
CHECK IN: To-do lists. Yes or No? Why or why not? Do you have any tech tools that you use to
help?
8. Managing others/training/delegating
a. My entire management philosophy is four words: Be a good person. That includes
yourself.
Setting boundaries. It’s never too late.
Managing expectations of yourself, staff, volunteers
Fairness does not mean that everyone is treated exactly the same. Everyone is different and has
unique needs.
Answer questions. Ask questions. Stand by your decisions until they are wrong. Stand by your
employees, and stand up for them to your management. Accept responsibility, because it is
your responsibility. Don’t be afraid to change your mind AS LONG AS you can justify it and
explain the justification.

9. Evaluate – assess – reflect. Too often, we over-analyze what went wrong, but we must also
analyze why things turned out the way they should.
Reverse engineer good decisions and good work. Make good work routine. Develop templates.
Do not reinvent the wheel every time.
Delegate:
Let the delegate do the job. Set expectations. If you can, do one as a sample. Be available to
answer questions. Don’t micromanage. Do follow up and ask if they need help or have
questions. Figure out what your baseline is, and accept that it is a job well done if it exceeds the
baseline. The baseline is not 100% the way YOU would do something.
Training is always worth it. Learn how your trainee learns best. Have your trainee train to teach
someone else how to do the task. Do not be afraid to correct mistakes. Be honest and be QUICK
with feedback. It’s not hard to be matter-of-fact. Do NOT apologize for doing your job.
When you want someone to follow your lead, then tell them. I don’t tell new employees how to
answer the phone, for example. I tell them to watch and copy me.
Find your tribe. Develop a network of other library managers in order to vent, bounce ideas
around, get a pep talk when needed. They can be virtual friends or real-life friends. Shy? Lurk
on list-servs or in Facebook groups until you find others who are relatable. I have never met a
library employee who didn’t want to help another library employee. You can start with me – my
contact information is on the references.
CHECK IN: What is your management philosophy?
Many thanks. I sincerely look forward to hearing from you, whether you listened today or in the
future.