Making it to the major leagues: career movement between library and archival professions and from small college to large university libraries

   Given the nature of changes within as well as outside the academic library,
   it seems fair to predict that professionals with a generalist background
   who can adapt to changing environments, who can transfer skills from one
   area to another, and who can communicate effectively with different
   important user groups will be most prepared to direct the academic
   libraries of the future.

   Where does one find this type of academic generalist who has the necessary
   credentials yet possesses the institutional strengths to manage the library
   and other campus information systems? These individuals will come from a
   variety of sources and may or may not be identified through the typical
   search and screen process. The size or academic reputation of the
   institution may have little bearing on a candidate's ability to perform. In
   fact, individuals from small- or medium-sized academic institutions may
   have assumed management responsibilities in academic libraries early in
   their careers and, as a result, may bring good management skills to the
   library. Additionally, they will have had numerous opportunities to work on
   many issues within the institution. (p. 96; emphasis added)

At the same time, there was never a strong sense of what the literature has termed "entrapment" or "plateauing," although in hindsight it is now clear that both of these characterizations were probably accurate. Technological aptitude, while important, was not an overriding concern in career-planning and did not present what Smith (1995) describes as "a poignant awareness and a sense of frustration about the ways in which their career paths have been blocked or irrevocably altered" (p. 23). Conroy (1995) comes closer to the descriptive mark in describing my midcareer perspective, although the physical, mental, and emotional symptoms were not as marked or were absent altogether, and there were few, if any, negative factors in terms of performance and job appraisal. In terms of the type of plateau, I was facing what Bardwick (1986) described as a structural plateau which exists in hierarchical organizations with limited upper-level positions relative to the larger number of position seekers (p. 49) and probably a combination of what Kaye profiled as "productively plateaued--continued interest at position without movement. They see challenge and opportunity in their assignments, although the position and responsibilities remain at the same level" and "partially plateaued--continued high interest in one portion of the position's responsibilities. Personal initiative and motivation remain vigorous" (cited in Conroy, 1995, p. 14). When the opportunity came for a midcareer transition from archives back to library work, the author presented most of the typical behaviors and attitudes outlined by Phillips, Carson, and Carson (1994), that is:

a) more realistic about the ability of career to satisfy needs.

b) a highly productive phase, as requirements of the career have been mastered and difficult performance goals are established ....