Mission-oriented management: librarian-trained directors in nonlibrary settings - The Library Director

Yet in every case in which respondents cited previous library experience, they stressed the importance to their careers of that direct library experience. Their reasons were varied: "For credibility," "for foundation," "for context: I still think of myself as a librarian." Three cited the value of cross-experience for success in their current environment, describing a career pattern of "crossing boundaries" to work in both technical and public services and among multiple types of libraries. For all who cited a library-related sense of mission, having actually worked in libraries was very important to success in their current positions.

Though not common, it should be noted that a couple of interviewees had worked to receive the M.L.S. after attaing considerable success working within the library field at large. In these cases, the M.L.S. was seen both as a way to learn more about the field and a way to become validated to those within the field: a "union card," as one individual expressed it.

Communication and People Skills

Communication cropped up frequently as a descriptor of skills and personal attributes required for success in management--of libraries as well as in nontraditional settings, as several hastened to point out. One respondent commented that a debating skill developed in high school "has served me well." Another expressed the importance of having excellent communications skills: "The visionary and changeagent role depends upon communication skills."

Many of the interviewees noted the importance of a basic set of "people skills" which can be applied to staff development, customer service, and sales alike. The importance of communications and people skills in building strategic organizational relationships was noted. A basic attitude of "liking people and letting it show," as one interviewee expressed it, may in fact be the foundation of an all-important service orientation for individuals in these roles.

Several of the interviewees noted the need for strong presentation skills; requirements for these skills were clearly evident in the job descriptions and resumes reviewed. In most cases, presentations are made in support of corporate objectives (i.e., "communicating mission, priorities and activities" of a given organization) or are made on broader topics of relevance to the library field.

Analytical/Problem-Solving Skills

The need to approach challenges in an analytical and problemsolving manner was noted by most of those interviewed. While this requirement would seem to be a key for anyone in a managerial position within or outside of the library profession, it is perhaps the case that the nonlibrary setting affords more opportunities to solve problems creatively--that is, beyond the confines of the traditional and more bureaucratic construct. While four out of eight interviewees specifically named analytical problem-solving as a required capability, another mentioned the "ability to define core issues and prioritize" and a sixth described the requirement for "lots of data-gathering and analysis; the ability to read and think critically."