What Every Library Director Should Know

Dr. Susan Carol Curzon is the dean emeritus of the University Library of California State University, Northridge. Before becoming an academic library dean, her previous positions included director of libraries for the City of Glendale, California, and regional administrator for the County of Los Angeles Public Library. She started out in a small corporate library, then moved to public libraries, where she held various positions including reference, branch management, adult services, and children’s services. In the second half of her career, she moved to academic libraries.Her Ph.D. is in public administration from the University of Southern California and her M.Libr. is from the University of Washington. Awards include Library Journal’s “Librarian of the Year”, “Distinguished Alumna” from the University of California, Riverside, “Librarian of the Year” from the County of Los Angeles Public Library and “Administrator of the Year” from Associated Students, California State University, Northridge. Library management, disaster management and information literacy have been the primary topics of her many speeches and articles. She is the author of Managing the Interview and Managing Change and the co-editor and commentator of Proven Strategies for Building an Information Literacy Program. The first edition of this book, What Every Library Director Should Know, was published in 2014.Dr. Curzon continues to provide consulting services for libraries, for universities and for municipalities on strategic management, planning and disaster recovery.

• DedicationAcknowledgementsIntroductionChapter One: At the HelmThe Librarian-in-chief The Master of IntegrationThe Proof is in the PuddingDownstream ThinkingConspiracy of SilenceTarget FixationThe Long-distance RunnerThe Importance of Making a Good Impression Chapter Two: Unbuckle the LibraryIdea flowHow Ideas FlowDiversity and InclusionAssessing the LibraryA Frank Moment about AssessmentAssessment UnderwayChoosing the Assessment ApproachAssessment MethodsPersonnel ResourcesTargets of AssessmentTimingUsing the Results of AssessmentControlling ExpectationsChapter Three: Engaging PeoplePeople Who Like PeopleStand Up DirectorNot One of the GangThe Fighter in the RingThe Actor on the Stage Checking Your EgoThe Power SeekersBuilding the Management TeamDriving the Staff CrazyMinding the MessageStaff MoraleRelationships in the WorkplaceUnion actionsThe Politically Connected StaffHello to New EmployeesJob CraftingWorking RemoteFlexible SchedulingThe Exit InterviewSaying FarewellChapter Four: Customer Number One: Your BossLiving the ContextBucking the BossBeing Tough with YourselfMarket YourselfRelating to the Boss’ BossRelating EffectivelyThe BoosterBad BossesChapter Five: Dealing with Governing BoardsDegrees of ControlBasic PrinciplesDeveloping an AgendaMaking the Board Look GoodBoards Under SiegeBad BoardsChapter Six: Dollar senseThe BreadwinnerKnow the Dollars Manage the dollars effectivelyWalking the Straight and NarrowThe Boss and MoneyGetting AuditedManaging TimeEmployee TurnoverChapter Seven: The Borders of the RealmA Friend Indeed Network vs. CliqueThe Danger ZoneTattletalePoachersFriends of the LibraryCommunity Groups Student AssociationsElected OfficialsChapter Eight: Dealing with the Media The Double-edged SwordBeing Interviewed: PreparationThe Written WordBeing Interviewed: RespondingThe Drop-in ReporterThe Reporter: Friend or Foe?Bad News DayTwo-week RuleStaff InvolvementChapter Nine: A Death in the LibraryEmotional ImpactThe Dying ColleagueDying in the LibrarySharing the News Attending the FuneralPractical Concerns A Grateful LibraryThe Year AfterWhen a Family Member of Staff PassesChapter Ten: Changing TimesTaking Heart Pattern of Decision-MakingWorld of GrayOutside Forces of ChangeChange FatigueHandling a Setback The Price of Not ChangingProblems without SolutionsProject ManagementChapter Eleven: TransitionsStarting the New JobThe Secretary to the DirectorPromoted from WithinAccidental DirectorJob ShockThe End of the Line: FiredThe End of the Line: ResignedThe End of the Line: RetiredTraveling LightChapter Twelve: Do You Want to be a Director?Essential QuestionsA Final WordAbout the Author

Curzon presents an update of the first edition of this title (2014), noting that much has changed in the field of librarianship during the intervening decade—for example, matters related to censorship, social media, and the global pandemic. Like its predecessor, this second edition is intended for practitioners in all fields of librarianship. Curzon draws on her background and experiences, and she notes the importance of understanding “unwritten rules, unwritten strategies, and unwritten wisdom of management” (p. 175). Chapters, which are designed to stand alone, address such issues as dealing with the media, engaging staff, and interacting with boards. A new chapter is directed to those considering serving as a library director. [Curzon] is one of the few to deal with the difficult issues surrounding death in the library, an emotional but worthwhile topic. Curzon's writing style is accessible and conversational, and she includes sidebar quotes from experienced library directors. Recommended. Graduate students, researchers, faculty, and professionals.