Leading with Intention: Building a Values-Based Culture in Public Libraries
Attending my first PLA conference was an exciting experience. After more than 20 years as an academic librarian, I recently made the transition to public librarianship. While the shift has had its challenges, it has ultimately been a positive change. With that in mind, I focused on attending sessions that would provide practical tools for managing a public library branch, since leading in a public library setting is quite different from working in an academic one.
I attended several sessions that offered useful techniques and strategies for managing staff and navigating the day-to-day realities of a public library. One of the more engaging sessions was Highway to Hell: The Good Intentions Journey, where Michael Hull, Tim Miller, and Gail Oehler discussed managing staff and approaching difficult workplace situations.
The session that resonated most with me, however, was Leading with Intention: Establishing a Healthy Leadership Culture. Presented by Richard Kong, Amy Koester, and Annabelle Mortensen of Skokie Public Library, the session focused on using values-based norms to shape and strengthen workplace culture.
What I found most valuable was not simply the specific values they shared, but the broader idea that leaders can intentionally shape the work environment by promoting the values that matter most. Too often, managers fall into a reactive pattern of addressing problems as they arise and wondering why meaningful change does not occur. This session emphasized that by investing time and energy in developing shared norms and values, leaders can create conditions where positive culture change becomes more sustainable.
Another key takeaway was the importance of balancing staff input with leadership direction. The presenters described gathering staff perspectives on which values and norms to prioritize, while also recognizing the responsibility of leaders to guide the process. As one presenter put it, “We are paid to lead, and we need to set the agenda.” This approach allows for staff buy-in while ensuring that core priorities remain central to the conversation.
The presenters also highlighted the importance of providing clear, concrete examples of what these values look like in practice. By using specific language and real-world scenarios, leaders can help staff connect abstract ideas to their daily work and better understand expectations.
For me, the biggest takeaway was that, even as a middle manager, I have the ability to influence culture within my branch. While I may not be able to shape the entire system, I can take meaningful steps to build a positive, values-based environment for both staff and patrons.
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