I recently gave a keynote talk at a meeting of a statewide library directors group. I called the talk “The Search for Tomorrow’s Library Leaders in A ‘Dissin’ the Director’ Landscape” and part of the talk referred back to some previous ACRLog posts on leadership and library directors. I mentioned some of the reasons that Gen-X and Gen-Y librarians are disillusioned with library management. With their negative perceptions of library directors these individuals can find few good reasons to aspire to careers as library administators. Why else are nextgens disinterested? Past research indicates they want a better work-life balance and were hesitant to make the necessary sacrifices required to lead libraries from the director’s office. I made that point with a quote that appears in a chapter titled “Preparing the Next Generation of Directors and Leaders” by Nancy Rossiter from a book titled “Making a Difference: Leadership and Academic Libraries” by Peter Hernon and Rossiter:
Rachel Gordon Singer found that Generation X and Generation Y librarians have a negative view of managment…the amount of time a library director devotes to the position is potentially a turn-off; younger librarians do not want to detract from time spent with family and friends..One of Gordon’s respondents stated “There is no amount of money or prestige that would entice us to sacrifice our families, our home lives, and our sanity for the long hours and Sisyphean ordeal of a directorship.”
That led to some interesting discussion and thoughtful reactions, both pro and con. One director said this was all well and good but that the current generation of directors needed to give their nextgen colleagues a dose of reality. Getting the job done, said the director, requires certain personal sacrifices, and that a work-life imbalance, staying late, working weekends, getting emergency calls in the middle of the night, is occasionally necessary. Bottom line: you can’t have it all. But another director expressed concerns about the blurring of work life and personal life in an increasingly 24/7 connected society. This director thought that library administrators needed to be more sensitive to the next generation’s desires for the work-life balance. If the work-life practices and behavior of the current generation of directors establishes a model upon which the next generation forms its attitudes towards library administration then today’s library directors, as part of their effort to recruit and shape the next generation of leaders, needs to live and promote an image that will attract the best and brightest to academic library leadership.
Not unexpectedly, there was no clear resolution on how to best attract the nextgen librarian to the library directorship. What we do know is that perceptions are important. As long as nextgens see the current crop of directors working long hours without a clear sense of the potential rewards, it’s unlikely they’ll be motivated to enter into directorships. The current generation of academic library directors need to better communicate that their jobs do occasionally involve long hours, but that there can be great rewards. Chief among those rewards is fulfilling a vision about how an academic library can best serve the needs of its constituents. Here’s my message to those nextgens who diss their director and whose own vision is in conflict with what they see coming out the contemporary’s academic library director’s office: You may be the best person to become a library director; there’s no better way to fulfill your vision of what an academic library can and should be for your community. And if you can do it while creating a better work-life balance for yourself and your next generation of leaders then go out and create some change.
I finished my talk with a quote to emphasize that today’s library leaders do have a responsibility to the next generation of leaders. It comes from the book Crucibles of Leadership:
As the scholar Noel Tichy argues, leaders must be teachers – and the leaders in this chapter offer precisely what Tichy calls a “teachable point of view.” He argues that leaders’ responsibility is not only to provide direction and judgment in the moment, but to strive continuously to develop leadership in others, now and into the future.
So you could argue that it is incumbent upon the current generation of leaders to help the next generation to learn about leadership. Today’s library directors must think more clearly about how their leadership style and the examples they set send a message of learning to our next generation of leaders.