Thoughts on Professional Leadership and Management

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LIS 650

FINAL PAPER

Kyle Butler

April 28, 2011

I: Intro/Leadership-Professional Model

The main focus of this section is to attempt to sum up my leadership philosophy

into a one-sentence action statement. Trying to narrow this down to one sentence is

enormously challenging, but after some thought, I would sum it up with the simple

statement: “Work Hard, Listen Harder.” Certainly, the importance of working hard is

obvious, and you cannot become a great manager without putting forth strong effort

and achieving the goals you lay out for yourself and your organization. Having said

that, working hard is only half the battle to running a successful organization. A

supervisor must also be a good listener, and constantly aware of what other employees

are saying. Many workers may bring forth ideas for improvement in various areas,

along with other suggestions that better the organization as a whole, but if supervisors

fail to pay attention, they fail as managers.

As for my fundamental values, I believe in open communication, honest

assessments, diversity of (and respect for) other opinions, hard work, and constantly

striving for ways to improve myself. I feel that any organization that has managers and

employees that follow these values has a far greater chance of accomplishing their goals

and achieving success in their fields.



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II: Talents and Personal Development Plan

I have been in the LIS program for over a year now. While I still remain unsure

of the exact career road I want to take, working in a reference position in an academic

library stands out as an appealing prospect. I feel that I possess a number of talents that

would be beneficial in a reference position. For starters, I enjoy doing research and

finding answers to questions, which seems to be one of the primary job tasks for

reference librarians. When it comes to working with other employees, I feel that my

ability to work well with others, and be respectful of other opinions would make me an

asset in any library setting. At the moment, I remain uncertain at the prospect of

holding a leadership/management position. While our group work in this year’s class

went quite well, I felt much more comfortable when not having to make tough

decisions on my own, generally preferring to make decisions collaboratively with other

group members. At the same time, it should be noted that our group was so often on

the same page that there were never any sharp disagreements that required any

members to really take an individual stand. So, while I don’t write off the prospect of

management, I still feel I have a great deal to learn before feeling more confident in my

managerial abilities.

In terms of a 3-5 year plan, I just hope to begin my career in an academic library.

The unsettled economic picture clearly casts a dark shadow over the library field, as



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well as most fields in general. So in the short-term, I would feel very fortunate to be

employed , and don’t have a specific timeframe for achieving more specific 3 year goals.

However, should the economic future eventually improve, then in 15 years I would

either still like to be involved with reference work in an academic setting, or possibly

working with archival information. It seems entirely possible that in 15 years, Google

will have taken over the informational world completely and there won’t be any need

for reference librarians. While I certainly hope that isn’t the case, working with archives

and possibly some rare artifacts/books would be an enjoyable outlet for me as well.

III: Cover Letter

Dear Sir,

I am writing to express my interest in the Reference Librarian position you recently

listed on the Librarians R Us website. I recently graduated from the LIS department at

the University of North Carolina at Greensboro, and am actively seeking a reference

librarian position in an academic library setting.

As noted in the enclosed resume, I have spent two years volunteering at the Guilford

Branch Library located in Greensboro, North Carolina. During that time, I had the

opportunity to learn many facets of librarianship, including how to best organize

library holdings, catalog items, and assist patrons with computer-related questions. In



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addition, the classes I took while pursuing my degree taught me valuable experience in

how to answer patron questions, as well as accessing databases and archives.

I have a great deal of passion for working in a library setting, and particularly when it

involves reference work. I enjoy helping people find answers to their questions, and

helping ensure that the information is reliable and accurate.

I believe I would be an asset to your library. I am thorough in research and preparation

of projects. I also feel that I possess strong organizational skills and am particularly

detail-oriented. Furthermore, I pride myself on being an excellent team worker and

respectful of other workers’ opinions.

I would very much like to explore the Reference Librarian position with you further. I

will be in town next week and would greatly appreciate the opportunity to speak with

you. Should you need any additional information in the meantime, please do not

hesitate to contact me. Thanks very much for your consideration, and I hope to talk

with you soon.

Sincerely,

Kyle Butler



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IV: Top Five Questions

One of the first discussion board assignments handed out at the beginning of this

semester required us to list the five questions we most wanted answered prior to the

course’s conclusion. At that time, there were about 10-15 questions that easily could

have made the cut, but after some consideration, I was able to narrow it to the following

five queries, which at least to some extent, were successfully answered thanks to a

combination of readings, lectures, and discussions.

1. As an administrator, what are the best ways to motivate your employees to

maximize their potential?

There are several methods that administrators can employ which raise the

likelihood of staff members putting forth their best possible effort in the workplace. As

Max Messner writes, “To achieve the best results, consider developing a formal

program that offers meaningful awards.” (Messner, 2004) One of the common themes

throughout the readings centers on the idea of providing perks and/or bonuses to

employees that go above and beyond expectations. Perks can come in many forms,

including extra money, extended vacation time, or even through providing free passes

and discounts to area attractions. When employees know they can be rewarded for

doing a good job, it provides extra motivation.



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Financial recognition isn’t the only means of motivation; personal recognition

also plays a role. In “Raving Fans”, the employee at Varley’s Department Store points

out how much she appreciates the fact that “management congratulates us when we do

well and helps us when we don’t.” (Blanchard, 1993) As a manager, it is an excellent

strategy to deliver positive feedback and advice. By contrast, should a manager fail to

recognize good efforts and instead, solely hand out negative feedback is a recipe for

poor performances from disheartened employees.

Creating a positive culture can also lead to stronger work performances from

employees. By promoting teamwork, collaboration, openness, and friendship in the

workplace, managers can help build camaraderie among employees. Some companies

attempt to turn their organizations into one big happy family. Employees at Wegman’s

Supermarket “routinely report that management cares about them and that they care

about each other”, which leads to better productivity from happy employees. (Nohria,

2008)

A final method that managers can employ as a means of motivating workers is to

demonstrate each individual’s importance to the organization as a whole. Managers

must assure employees that their opinions count and that they play a vital role in the

organization’s function and success. By following the concept that “every role,

performed at excellence is a respected profession”, employees will focus their energy



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and strengths towards that particular position. (Buckingham, 1999, 184) If employees

realize that their suggestions and opinions aren’t being tossed aside and recognize the

importance of their productivity, they are far more likely to deliver consistently strong

performances in the workplace.

2. When things don’t run smoothly, what are the best ways of dealing with the

situations to avoid stress?

I feel that the best two answers I received for this question came from the

administrator interview assignment, as well as “Primal Leadership.” When

interviewing an archives librarian at a local academic library, he specifically mentioned

the need to prioritize in the workplace. He mentioned that “Trying to take on more than

you can handle results in not enough attention towards any project and instead, puts

you in unnecessary stressful situations.” By prioritizing projects, a manager stays on

task and avoids the temptation to do too much at once.

Other good ways of dealing with stressful situations include the ability to

maintain self-control. One of the marks of an effective leader is somebody who manages

their emotions and remains calm during high-stress situations. (Goleman 2002)

Finally, should managers choose to take on multiple projects at once, they can

still succeed if they possess the ability to adapt. As Goleman writes, “Leaders who are

adaptable can juggle multiple demands without losing their focus or energy.” A person



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possessing the ability to adapt and remain flexible during periods of unpredictability is

far more likely to succeed as a manager in the workplace.

3. What are the best methods for dealing with conflicts between employees in the

workplace?

Conflict resolution was one of the main focal points of this course in the final few

weeks, and there isn’t really a one-size-fits-all approach. So much depends on the

individual personalities of the people embroiled in a dispute, because clearly, not every

person responds the same way to various tactics.

However, some methods seem to work better than others. Masters & Albright list

several ways to solve conflicts, including negotiation, facilitation, and mediation

(Masters, 2002). A good negotiator has the ability to listen well, along with being a

team-oriented individual who expresses confidence in reaching a satisfactory

conclusion to a dispute. Facilitation requires one to be flexible and to effectively adapt

to the needs of the parties involved. Mediation is best used when the dispute takes an

overly emotional turn to the point that the parties are unable to communicate, therefore

requiring an outside person to interject.

Negotiation, facilitation, and mediation have fairly good track records at

resolving conflicts. While these methods are reasonably successful, others struggle to

reach satisfactory conclusions. Desivilya, Somech, and Lidgoster write about conflict



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management in work teams, including groups that employ dominating and ignoring

styles. (Desivilya, 2010) While some dominating styles can reach effective conclusions,

the styles are more likely to turn people off. Additionally, ignoring the conflicts and

simply hoping they go away has never worked in any group conflict I’ve ever

encountered, and in the end, fails to solve any problem.

4. How can I improve the employer/employee relationship?

At the beginning of the year, I asked this question because, based on past

experience, there seems to always be a substantial gulf between bosses and employees.

The best way to bridge this divide is to follow the 12 Questions laid out in “First, Break

All The Rules.” If an employee can answer “Yes” to each of the 12, the manager is doing

his part to foster strong relations within the organization, including praising employees,

encouraging their development, considering their opinions, and helping them find

ways to learn and grow. (Buckingham, 1999)

In addition, as stated earlier, if employers provide incentives and show

appreciation for strong work efforts, as well as staying positive, it also helps improve

relations. Again, when mistakes are made and bosses respond by helping their

employees instead of losing their cool, it can only help the relationship between the two

parties.



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A final method is making sure employees are aware of their responsibilities and

company expectations. In some organizations, employees don’t know what’s going to

happen from one day to the next. This can result in a great deal of stress and even

distrust from employee towards employer. Employers should be extremely clear with

regards to workplace expectations and be consistent when handing out tasks and

projects to where employees have a good idea what to expect and won’t be constantly

caught off-guard by unexpected, stressful assignments.

5. What are my responsibilities as an administrator?

First and foremost, the administrator should provide the vision that the rest of

the organization can follow. Administrators must make objectives clear,

understandable, and make sure employees remain focused on the goals at hand. Also,

employers should concentrate on “creating a high-performance environment”, as well

as “providing employees with tools to enable them to do their jobs effectively.” (Jones,

2010) Administrators cannot reasonably expect workers to perform to the best of their

ability without possessing the tools necessary to help them succeed.

A second responsibility is to hire the right people. One of the best pieces of

advice from “First Break All The Rules” involves tips on recognizing, and interviewing

for, talent. The best managers study their top employees, and have the ability to

determine the reasons why these particular workers deliver top-notch performances on



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a consistent basis. Managers can then take that knowledge with them into the

interviewing process. Then, by listening for specifics during the interview as well as

asking a number of open-ended questions, great managers can clearly see who the best

fit is for a particular position. (Buckingham, 1999)

Finally, the best administrators need to strive for achieving the third key to

creating “raving fans”: Delivering Plus One. Once managers know what they want,

then determine what customers want, it’s time to deliver the total package. In order to

turn customers into raving fans, employers and employees must go the extra mile,

listen to customer needs, alter your direction if necessary, and always deliver with

consistency. As Charlie, the golf-loving guardian angel says, “Consistency is critical.

Consistency creates credibility.” (Blanchard, 1993)

V: Review and Discuss Course Learning Outcomes

At the beginning of this course, the syllabus listed four Student Learning

Objectives (SLO’s) that were to be met by the end of the semester. These objectives

included: Advanced Communication Skills, Organizational/Personal Management

Skills, Professional Development/Teamwork Skills, and Knowledge of Leadership and

Management Theory. Without question, I feel that the great majority of these objectives

were successfully met in this course, though there were a few exceptions.



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Advanced Communication Skills: Communication played an enormous role in

LIS 650. There were very few instances that required verbal communication, but the

ability to utilize effective written communication was absolutely essential. Between

weekly class discussions on class readings, alongside group discussions with a

narrower focus, it was imperative to comprehend readings and lectures, and then

effectively transcribe our thoughts on the discussion boards. There was no need to

employ techniques of conflict resolution, solely because our group didn’t have a single

conflict! Our group was often on the same page when it came to ideas and opinions,

and when opinions did differ ever so slightly, each of our group members respected the

various points of view. There was no need for mediation, negotiation, or any other form

of conflict management, though I did learn to recognize cases in which these methods

should be employed in future settings.

Organizational/Personal Management Skills: Of the subareas listed in this

category, the ones that stand out the most are “the diversity of thought and value” and

the “Needs Assessment.” I feel this course definitely teaches the importance of

obtaining a variety of ideas and not simply dismissing those which you may not agree

with. In addition, the needs assessment project took up the majority of the course, and

clearly showed the amount of work that must go into such a project, and the various

considerations that need to be made once the project is undertaken. The readings and

lectures also stressed the importance of establishing and refining policies. Policies



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should be clear and understandable from the start. While budgeting isn’t exactly my

strong point, I do feel like I understand it to a slightly higher degree than I did at the

outset of the course.

Professional Development/Teamwork Skills: As I mentioned before in the

questions section, resonant leadership was covered in depth, both in lectures and in

“Primal Leadership.” Naturally, a revised resume and professional development plan

was also covered and appears in earlier sections of this paper. I’m not certain there was

a great deal of group development, but again, that’s primarily because we were on the

same page about 90 percent of the time. There was no real need to adapt to each other’s

personalities or various work styles.

Knowledge of Leadership/Management Theory: Without question, this fourth

and final objective was met to a high degree. A plethora of management styles were

covered, ranging from meticulous, hands-on approaches to more laid-back methods of

supervising. The readings focused a great deal on the pros and cons of each style. Not

every employee will respond the same way to a particular managerial method, and

getting to learn about and understanding each employee as an individual goes a long

way towards effectively determining which approaches will garner the most positive

response.



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In conclusion, while I still have a great deal to learn about what it takes to be an

effective manager, I feel that the lessons taught in this course have been tremendously

helpful. Whether I will ever hold a managerial position in a library setting remains

unclear at the present time, but the teachings from this course have given me a better

understanding of what it takes to succeed in management. The readings, lectures, and

group assignments have shown what skills, talents, and philosophies are necessary in

order to become a great manager, and in turn, create a great organization.



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REFERENCES

Blanchard, K. & Bowles, S. (1993) Raving Fans: A Revolutionary Approach to Customer

Service. William Morrow and Company, Inc.: New York.

Buckingham, M. & Coffman, C. (1999) First, Break All the Rules. Simon & Schuster:

New York.

Desivilya, H., Somech, M. & Lidgoster, H. (2010) Innovation and Conflict Management

in Work Teams: The Effects of Team Identification and Task and Relationship Conflict.

International Association for Conflict Management and Wiley Periodicals. 3, (1) 28-48.

Goleman, D., Boyatzis, R. & McKee, A. (2002) Primal Leadership: Realizing the Power

of Emotional Intelligence. Harvard Business School Press: Boston.

Jones, G. (2010) Thrive on Pressure: Lead and Succeed When Times Get Tough.

McGraw-Hill: New York.

Masters, M. & Albright, R. (2002) The Complete Guide to Conflict Resolution in the

Workplace. Amacom: New York.

Messner, M. (2004) Ten Tips for Motivating Employees. Business Credit: Publication of

National Association of Credit Management. 106, (4), 26-28

Nohria, N., Groysburg, B. & Lee, L.E. (2008) Employee Motivation: A Powerful New

Model. Harvard Business Review. 86, (7-8), 78-84.

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Thoughts on Professional Leadership and Management