Adapted from my presentation to the Library Journal Management Training group on Oct. 24, 2023.

No organization can succeed without effective management. Grand strategic plans and lofty visions mean nothing without dedicated middle managers mobilizing the boots on the ground to turn these dreams into reality.

For six years I was a branch manager in the Palm Beach County Library System. Those years were some of the most enjoyable, challenging, and growth inducing I have faced as a professional. During that time, I honed skills and sought understanding of how to make my role more effective not only carry out the library’s mission, but also to support my branch staff in the process. During this time, I discovered that there are many factors that impact managers. Some of the most important ones are running productive meetings, handling change, and practicing effective communication.

While middle managers are often derided, such as famously on the TV show The Office, for many people they are wonderful positions. A middle manager in libraries is often in a sweet spot where they are close enough to the front lines to see the direct impact of the service, while also far enough back to get perspective and be part of broader system-wide projects. The key tension for managers is handling the responsibilities that flow to them from both above and below. Managers need to ensure that the front-line work is done effectively by offering support and guidance to their staff. At the same time, they must interpret policy and directives coming from administration and communicate those effectively to their team.

This balancing act can be tricky when the front line disagrees with administration. An effective manager is able to navigate this tension by taking advantage of their mid-level view. While front line workers may struggle to see the big picture, and administrators are far away from the point of interaction with the patrons, the manager can act as an interpreter to keep the operation in balance.

One important tool in the Manager’s kit is to run productive meetings. There are many different types of meetings, including but not limited to the following:

• Stand Up– Short gatherings usually at the beginning or end of the workday to clarify the work coming up and acknowledge accomplishments.
• Weekly Check-Ins – Regularly scheduled gatherings where participants can reflect on the past week and look ahead to the following week. They offer an opportunity for discussion of apparent concerns.
• Agenda Driven – Longer monthly or quarterly meetings that cover areas of work. This is where deeper discussions of policy and procedures occur, along with training opportunities to support staff.
• Ad Hoc – Special meeting called out of necessity to deal with a specific, timely issue. Once a solution is found, the group usually dissolves.

Calling a meeting should not be done lightly. Even the simplest meeting pulls organizational resources away from the work at hand. Famous management consultant Peter Drucker said in his book, The Effective Executive, “Meetings are by definition a concession to deficient organization. For one either meets or one works. One cannot do both at the same time.”

Additionally, inefficient use of meetings only drains morale and decrease productivity. Many employees have thought to themselves, “that was another meeting that could have been an email.” When is the right time to call a meeting? It could be to address one of these three specific things:

• Inform – A meeting where information is shared that needs to be heard by the whole group at the same time.  This could be used to address a major policy or organizational change.
• Discussion – This meeting pulls people together to hear their points of view. It often ends with a decision on a course of action after all parties have their chance to speak.
• Presentations/Training – Participants at this meeting learn about new tools, procedures, and techniques. Group training may effectively reach everyone in one sitting.

Even when called for the right reasons, meetings can become problematic very quickly if the manager in charge is not careful. Some major reasons why meetings may become unproductive include:

• Lack of Purpose/Goals – When participants are uncertain about the need for the meeting and/or the desired outcome they will disengage fast.
• Going Off Topic – When intentionally or not, the conversation can drift away from the reason for the meeting and move down rabbit trails which waste time and energy.
• Personality Conflicts – If two or more individuals at the meeting are in sharp disagreement, they may bring past dislikes into the proceedings that ultimately hijack the meeting.

How does an effective manager turn around a meeting that is becoming unproductive? Here are a few ways:

• Reaffirm the Purpose and Goals – Start the meeting with clarity and agreement on what is to be accomplished and restate the purpose if members are becoming disengaged.
• Return to the Agenda – Always have a written agenda agreed to at the start of the meeting. It is the map to return focus back to the task at hand. Table or defer discussions that are unrelated to the purpose of the meeting.
• Speak about Substance, not People – Redirect energy going into unhealthy interpersonal conflict towards the meeting goals. Feel free to take a break or split up participants who are in disruptive dialog.

A simple model on how to run a meeting can be found in the book, Getting Things Done by David Allen. In the book, Allen describes what he calls the Natural Planning Model as a way to approach a meeting or project with five simple steps.

1. Clarify Purpose – Make sure everyone is onboard with the meeting and understands the problem at hand.
2. Define Desired Outcome – Identify the victory conditions to make it apparent when the goals have been achieved.
3. Brainstorm – Get out of everyone’s head everything to do with the addressing the problem, ideally using a mind mapping capture approach.
4. Organize and Clarify – Make note of important first steps and group like items together while setting aside other pieces for future consideration.
5. Decide Next Actions – Never close the meeting until clearly defined tasks and deadlines have been assigned.

One of the reasons that meetings are called is to in response to change. Change can come from many different sources, such as:

• External conditions – Pandemics, storms, recessions, politics,
• Internal dynamics – Vacancies, retirements, relocations, inter-personal conflicts
• Policy or Procedures – New rules are installed; methods change or the existing ones are no longer effective
• Technology – New phones, computers, apps, cloud systems that need to be integrated through training or deployment
• Societal – Book bans, protests, change in tastes, viral content spreading

Stress-based reactions are common in the face of change. An effective manager knows how to guide their staff through the wild seas, even when the path forward is uncertain. Six ways this can be done are:

• Expect Stress – Understand from the start that all change involves some form of stress. Accepting this fact allows one the possibility to relax and keep an open mind for solutions.
• Experiment – Be willing to many different possibilities to resolve the change. Even if the ideas seem crazy, a spark from them may lead to a practical solution. If the attempt fails, use it as a learning experience and try again.
• Keep It Playful – Look for the humor in the situation, even when things appear grim. Cracking jokes and taking breaks can help keep stress low.
• Listen to Concerns – Active listening is where everyone at the table is respectfully heard. It creates a sense of team. When people know others care about their ideas they will be more agreement.
• Take the Lead – In the face of change, the Manager should be mindfully assertive in planning the course of action. Making sensible small decisions can lead to larger productive outcomes.

At the heart of successful management is the ability to communicate effectively. Whether it is through email, memos, side conversations, or in front of the whole team, a manager needs to find a way to understand the situation around them and share information in a concise and timely fashion.

Communication always starts with understanding the value of listening. There is an old saying that we were made with two ears and one mouth in order to listen twice as often as we speak. A hands-on manager will proactively seek feedback from their employees. Listening carefully to them will not only unearth important information, but also demonstrate a comment to care about them as people.

Listening is only the first step. To show understanding, a manager should be able to reiterate what they heard. Often this is in the form of summing up what was just said. For example, a manager might state, “What I heard you say is that …”. This allows an opportunity for clarification if something was misunderstood. Clarifying the point of the message ensures that the right problem is being explored.

Once a manager clearly understands the situation, they should provide a mindful response. This takes into account the emotions of the situation, the limits of what can be done to resolve it, and a commitment to work it through. Sometimes an employee just wants to know that they are heard. Other times, they need action. Effective managers find ways to thread the needle through asking thoughtful questions.

New managers often find these practices challenging to implement. However, with repetition and training they can be learned by anyone willing to put the time in. However, new managers also face other obstacles. One such situation is when someone is promoted and now must manage their former peers. This awkward change in the power dynamic can be even more challenging if other former peers competed for the position.

To overcome this problem, the new manager must reintroduce themselves. That is, they should clarify their approach to management and communicate their vision to their team. The relationships will and must become different than what was established as peers. Managers have stronger commitments to the administration and must act accordingly to correct behavior from their subordinates. However, what can remain the same is the commitment to the mission and vision of the organization. At the end of the day the manager must support their employees by establishing a relationship of mutual respect.

Finally, managers must never be afraid to seek advice. Oftentimes the best ones to turn to with a problem are other managers. Make it a practice to seek out experienced and respected managers. Talking about the craft of management and finding best practices is a good way to grow. Also, these contacts can help when dealing with a crisis or unusual situation.

Managers are a vital component to the success of any organization. Become a skilled manager takes time and commitment along with a dose of humility. In the end, management ensures daily success, so become the best manager you can be.