The Olympic training field for planning quality library services - Marketing of Library and Information Services

Once the plan is defined, finding creative ways to keep the library mission as well as goals and objectives perpetually before boards, staff, administrators, as well as the customers is important to its overall success. Everyone knows someone who has spent the "taxpayers' dollars" to produce a planning document which was put in a drawer and drawn out once a year, more or less, with no special regard for its potential direction. With money increasingly scarce, and consumers more fiscally aware, customers expect to see results for the price they are paying. The plan and the direction in which the library is moving needs to be presented regularly to both those the library serves and those involved in facilitating the plan. The planning document serves as a road map outlining the direction the organization has chosen.

The words in the plan need to be posted strategically so they become a constant reminder of a group commitment. Recently a large Midwestern metropolitan Presbyterian church had a surprise visitor. While working in his study, the minister noticed a long black shiny limousine had pulled into the church parking lot. Since this was not a common occurrence, the minister proceeded to investigate who the limousine visitor was. Near the church sanctuary, the minister was both surprised and pleased to be able to greet Robert Schuller from the Crystal Cathedral in California. Schuller was visiting the city on a book promotion tour and had heard about the church from one of its members. The member had spoken with Schuller while he was being interviewed on a local radio talk show. Schuller explained to the local minister how he had come to stop at the church and exclaimed, "I noticed you have your mission posted in the elevator. I like that!" The minister responded, "Yes, we are intentional here in our regard and adherence to our purpose as a congregation." Schuller turned to his assistant and said, "Write that word `intentional' down; I don't use that word enough."

Becoming intentional in regard to the development, incorporation, and realization of the organization's mission is critical to its success. Achieving unanimity of purpose requires that each staff member, each supervisor, and each board member personally participate at some level in the development phase of the mission and roles. During the development phase, as is true during the implementation phase, each team member will need to be continuously reminded about who they are and what they wish to achieve. Participation buys ownership which spawns support and interest in achieving long-term success for the organization.

By being intentional, it is hoped, the result will be internalization. Focusing on its mission and roles will keep the library on its chosen path. When every person immediately involved in the potential success of the organization can independently verbalize what the library is about, the realization of its chosen goals and objectives will become second nature to its daily operation.