LEADERSHIP ESSAY


ANALYSIS OF STRATEGIC PERFORMANCE EVALUATION ISSUES

The primary purpose of this strategic proposal is to CHANGE the annual performance evaluation management policy and promotional rating procedure of the County Library Department. The main objective is to clarify the guidelines or requirements for the implementation of the County Library's annual performance evaluation policy and promotional rating procedure and to transform both of them into a unified rational, professional, and ethical process of planned career development and personal growth.

Thus the practical goal of this proposal is to MAXIMIZE the POSITIVE professional leadership ideas and to MINIMIZE the NEGATIVE bureaucratic ideas in order to EMPOWER ALL STAFF TO PARTICIPATE more fully in the strategic planning process and the continuation of their own career development.

This proposal is based upon three fundamental assumptions.

The first major assumption is that all full-time library professional and para-professional "subordinate employees" should be treated more fairly and given more respect for their disproportionately immense contribution to the creation of quality customer service results compared to the marginal contribution made by bureaucratic library administrators and supervisors. Since subordinate employees are the direct point of contact with the public on a daily basis, it is essential for top management to realize that full-time subordinate employees are the competent core of the "human resources" (the "intellectual capital" or "knowledge workers") of the County Library Department. They are the absolutely essential factor in the successful achievement of our library service mission, whether or not their outstanding efforts are ever recorded properly!

The second major assumption of this proposal is that administrative incompetence has caused many relationship barriers and communication obstacles between subordinate field staff and top library administrators and supervisors. Because of repeated negligence by some top library administrators and supervisors in the public service and personnel sections of our library system, critical policy requirements related to the implementation of annual performance evaluations and promotional appraisal ratings have never been properly administered.

The third major assumption is that our library system is horrifically dysfunctional because of the improper use of vague and ambiguous Class Specifications or job descriptions for promotions from one building to another or lateral transfers from department to department. The rapid growth of our library system during the 1950s and 1960s set up an unwieldy "bureaucratic hierarchy," which was inefficient and ineffective during the last century and which continues to be even worse during the first two years of the 21st century!

In 2000, SEIU Local Union 660 hired professional consultants to study the official County practice of permitting the use of bogus "Class Specifications" to facilitate the transferring or hiring of Affirmative Action appointments in all departments, including the County Library. These multi-cultural appointments are apparently still considered to be political assets to the County Department heads no matter whether or not they are genuinely qualified! Regardless of how inefficient or ineffective these so called "superior" library administrators and supervisors are, they continue to receive the astronomically high salaries of top or middle management executives relative to the full-time professional library "subordinate" staff employees who actually serve the public and do most of the real work on a day to day basis.

It is obvious that some Affirmative Action appointments to top library positions were made with no regard whatsoever to true leadership qualifications since they cannot even read and implement training manuals! They apparently never had to prove that they actually had the specific qualifications required for their job titles in the Library Department. This fact appears to be the unethical and unprofessional reason that has allowed some top library administrators to continue to get huge annual salaries year after year without having to demonstrate that they actually have the knowledge, skills and abilities required to do what they are described as being qualified to do in their position titles!

This deplorable fact is fully grasped by full-time professional subordinate field staff and it effectively kills motivation among many lower-income level staff.

Apparently the underlying rationale for this peculiar situation is that some top County Library administrators want to continue to hide the fact that totally unrelated subjective characteristics such as skin color or ethnic surnames can be the qualifying characteristics for either transfers from department to department, or for promotions from Class Specification to Class Specification within the Library Department. In short, there seems to be no high priority placed on true leadership qualities, which are merely presumed to go along with the official titles of some top library administrators, since there is no objective evidence that they actually do exist in fact especially in regard to the issues of annual performance evaluations and promotions!

This unprofessional and unethical policy clearly undercuts administrative accountability and the specific intent of the Civil Service Code, which is to give priority to genuine leadership qualities required of department administrators so they can actually enforce good management practices, and specifically implement the official annual performance evaluation and promotional rating policies and procedures that are required by the County Civil Service Commission Rules and Regulations. The County's "policy guidelines" regarding annual evaluation and promotional appraisal rating procedures represents the core requirement of good leadership and supervision in any successful large organization. However, they are ignored and not implemented by library administrators!

Thus with the County's bureaucratic emphasis, it appears that "racial politics" in the form of watered down "job descriptions" has permitted the appointment of unqualified Affirmative Action candidates who are protected from scrutiny as to their true qualifications as well as their accountability for leading our $80 million dollar plus organization! This appears to be so, since there are no discernible evaluation criteria regarding their qualifications!

For example, it appears that some top library administrators, who were never qualified even to become beginning librarians, since they do not have the qualifications required to earn a graduate MLS degree from an accredited university, were promoted or transferred from other County departments to much higher paying positions than the professional "librarians" who are forced into little bureaucratic boxes! These transfers were apparently permitted because of the vague and nebulous definitions in the Class Specifications descriptions and employment announcement forms.

However, the unfortunate fact is that they are now charged with the major responsibility of evaluating the qualifications of full-time professional librarians for employment, or for their potential for promotion, even though they themselves are not qualified to be professional librarians themselves! Further, they seem to be unable to organize an effective training program to develop leadership qualities in the librarians and library assistants who are in supervisory positions in the eighty-eight field libraries and five regions.

The disheartening result has been that there appears to be no genuine enforcement of the true intent of the Civil Service Code requirements for "fair and impartial" annual performance evaluations and promotional appraisal examinations because the County Department of Human Resources staff has repeatedly ignored the unprofessional and unethical Library Department policies and procedures regarding evaluations and appraisals no matter how much they were in violation of the CSC rules and no matter how clearly adverse their impact was on the careers of subordinate employees during the past 30 years.

How can these two unprofessional and unethical situations be tolerated in a library system that proclaims itself to be providing outstanding customer services? Actually, these situations are the source of vast amounts of frustration and disappointment among wonderfully qualified candidates for all sorts of positions and promotions and transfers within the County Library Department itself!

For example, subordinate employees routinely have been compelled to work in emotionally crippling servitude to unprincipled or unethical library administrators and supervisors. For many years these administrators and supervisors consistently resisted learning new leadership skills related to the proper implementation of annual performance evaluation policy and promotional appraisal rating procedures.

Identifying the ramifications of the problem of the obsolete evaluation policy and rating procedures is compounded because the serious leadership problems have never been acknowledged officially. Experts on decision making agree that half the effort needed to solve most problems must be focused on correctly identifying and acknowledging their existence first! Therefore, to repeatedly refuse to acknowledge that critical problems actually exist in spite of the clear evidence that they do exist, is the essence of bureaucratic bungling or civic irresponsibility.

Nevertheless, this proposal to change the performance evaluation management policy and promotional rating procedures is an attempt to liquidate or at least neutralize the entrenched bureaucracy of the County Library Department in order to HUMANIZE the existing inefficient and ineffective bureaucratic organizational structure or culture by compeling top library administrators to accept the principle of "PROFESSIONAL AUTHORITY" and to create a professional performance evaluation system emphasizing the responsibility and accountability of supervisors!

This would MAXIMIZE the opportunity of all full-time subordinate library employees in the lower-income salary levels of the career ladder, both professional librarians and para-professional clerical employees. And it would MINIMIZE conflicts of interest. Specifically, library bureaucrats should NOT have absolute "Administrative Authority" to meddle with the principle of "Professional Authority."

To accomplish the goals of the proposal, County Library administrators must use their bureaucratic "ADMINISTRATIVE AUTHORITY" or "positional power" to FLATTEN the County Library Department's historic hierarchical bureaucratic organizational structure and rely more on empowering and trusting librarians with "PROFESSIONAL AUTHORITY!"

In dramatic contrast to the principle of "Administrative Authority," which now controls all policy decisions regarding the annual performance evaluation and promotional appraisal rating procedures in the County Library Department, "Professional Authority" is based upon the same conviction in the capacity of an educated librarian to promote and defend the professional principles of Intellectual Freedom and the Right to Read as well as any other professional values, which support community centered service goals, in opposition to bureaucratic political platitudes when there are conflicts. In this context, an individual librarian's professional character is expressed in his or her ability to use rational logical ideas to defend professional values and behavior against the customs of his or her bureaucratic organizational library culture.

This proposal for change is an attempt to liberate County librarians to promote professional library values and to defend them on the basis of their Civil Service employment rights and national and state rights to due process, even for subordinates who are in the lower salary levels!

The fundamental assumption of the principle of "Professional Authority" is that the ultimate justification of a "professional" decision or act is that it is the "RIGHT" decision or act at the time since it was based upon professional knowledge and skills and abilities instead of undisciplined subjectivity or prejudice or political expedience!

Unfortunately, the wondrous reality of "Professional Authority" has repeatedly been ignored by top library administrators and regional supervisors for many years, especially with regard to equal pay issues and the official disrespect whistleblowers get in the County Library Department. Top library administrators continue to administer the obsolete library annual evalution and promotional rating procedures which were in place in the early 1970s! In addition, they resort to the illogical mumbo-jumbo or "GOBBLEDYGOOK" of "Administrative Authority" to justify their negligence and inability to change the rating policy and procedures.

Moreover, since nobody in library management with administrative authority has been permitted to think about the dysfunctionality of the old and obsolete performance evaluation and promotional rating policies, no official discussion of the issues or search for alternative solutions has been started by management at least since the late 1970s and early 1980s. That is when many competent library administrators and supervisors left our County Library system for better opportunities. Unfortunately they took their leadership expertise with them when they left, which created the "brain drain" of the late 1970s and early 1980s.

A few years later, professionalization was compromised even further when an unprofessional and unethical "Reclassification" of full-time professional Librarian positions occurred in 1989. The new salary classifications were instituted without the implementation of a new objective evaluation policy required by the Civil Service Code. Before and since that time, library management has never developed any rational professional "job descriptions" for the five "new" Librarian positions and four "new" Library Assistant positions, which were really not new positions but simply new vague definitions regarding skills and knowledge, which amounted to a higher pay scale for a preferential small minority of librarians and library assistants!

None of the "new" definitions for the "new" Class Specifications in 1989 justified the new higher pay scales since they were simply defined by the size of the buildings of the supervisors rather than actual specific leadership skills or abilities or knowledge that was presumed to be a major requirement for selection and appointment. None of the "new" definitions referred to the necessity of having specific computer skills or customer service skills in order to successfully accomplish efficient and effective work results! Only the size of the library building was measurable and, therefore, objective, even though entirely irrelevant in the current rapidly emerging world of information technology!

Thus, requirements for promotion or transfer to leadership positions did not, and still do not, correspond to the changing work conditions which involve essential interpersonal relationship skills, including communication skills and persuasion skills. Yet these relationship skills are essential in dealing with a changing diverse multi-cultural customer base and increasing responsibilities for teaching customers how to use the new complicated databases requiring sophisticated research skills. Also, there is an increasing awareness among subordinate staff that their legal rights to equitable treatment and job satisfaction are being violated by so-called "superiors."

Thus, library administrators capitulated to simplistic political expedience instead of considering the genuine complex needs of full-time subordinate staff. The heavy workloads and more intense teaching requirements placed on subordinate library employees due to automation have often overwhelmed subordinate staff assigned to the field libraries, who have had little or no adequate official support from library management to relieve their distress.

For a detailed description of how progress toward professionalization has been seemingly deliberately blocked by some top library administrators for more than 30 years, click on the Strategic Bureaucratic Problem link:

Go to: Strategic Bureaucratic Problem



SUMMARY OF STRATEGIC PROBLEM IDEAS

      [1] Entrenched Bureaucratic County Library Administrators
      [2] Philosophy of Liberated Librarianship vs. Bureaucracy
      [3] Flawed Reclassification of County Librarians in 1989
      [4] Unethical Affirmative Action Policy Related to Promotions
      [5] Obsolete Library Organizational Structure, and
      [6] Dysfunctional, Hypocritical Performance Evaluation Policy.



The problem of changing the dysfunctional annual evaluation and appraisal policies and rating procedures of the library system involves a complicated interdepartmental conspiracy to resist "transition" and also to cover up misdeeds. One major result of the current "strategic plan exercise" could be the determination that the customary practice of BOTH supervisors ("raters") and administrators ("reviewers") SIGNING INCOMPLETE AND THEREFORE FALSE annual performance evaluation forms, may constitute BOTH incompetence and fraudulent work performance on the part of some library administrators and regional managers.

This possible corruption should be investigated and punished by demotion, suspension, and/or termination of those who have deliberately conspired to violate the employment rights of subordinate full-time librarians and library assistants. The violations of policy, which are self-evident, since there is a paper trail as undeniably indelible as the results of a genetic DNA test, may constitute fraudulent personnel acts. A simple "job analysis" would quickly reveal the immense psychological ignorance and negligence and arrogance of some top library administrators related to their clear duty to enforce the Civil Service Code related to annual evaluations and promotional appraisals of their subordinate staff.

The dictionary definition of "FRAUD" in Webster's II is:

      [1] A deliberate deception practiced as to secure unfair or unlawful gain.
      [2] Trickery.
      [3] People who defraud or cheat, or pretend to be what they are not, namely, imposters!

In the past, library administrators and supervisors did not require each other to implement essential personnel policies directly related to the administration of annual performance evaluations and appraisal of promotability ratings. A relevant section of the official County policy regarding fraud, called "Misconduct and Impropriety" is shown in the following link:

Go to: Misconduct and Impropriety

The negligence and dereliction of duty has continued for several years even after the top library administrators were identified to the former County Librarian, Sandra Reuben. The top administrators are presumed to be officially charged with implementing the carefully worded Civil Service Code regulations concerning annual performance evaluations, which in turn are designed to protect subordinate employees from the abuse of discretionary administrative authority. At issue is why the County policy and procedural requirements are never implemented properly?

For example, even though the lower paid full-time subordinate professional librarians (categorized by the pay scale classifications I & II) and subordinate para-professional library assistants (categorized by the pay scale classifications I-IV) together constitute the great majority of full-time library employees (80%), they are "controlled" by a relatively small minority of the higher paid library administrators and supervisors (20%), whose brains are frozen by fear due to the discriminatory implementation of the apparently deliberately subjective performance evaluation rating process!

To see this dramatically disproportionate difference, click on the following Pie Chart Comparison of Salaries link:

Go to: Pie Chart Comparison of Salaries

The aggregate total of the first steps of the lowest paying salary classes of the 368 full-time subordinates (84%) of Librarian Classes I and II and Library Assistant Classes I, II, III, and IV is $12.6 million (80%) of the total library salaries allocated to all the classified librarians and library assistants. This compares to the $3.2 million (20%) received by the 70 supervisors (16%) in the higher paying salaries for represented Librarian Classes III, IV and V who have been the most irresponsible about not conducting legally correct annual performance evaluations and promotional appraisal ratings in the past, particularly in West County Region.

Click on the Slices of Annual Salary Pie Chart link to visualize the disproportionate allocation of the lower and higher salary levels:

Go to: Slices of Annual Salary Pie Chart

It is clear from the data analysis that the subordinate employees represent the disproportionately largest slice of the salary pie. It is also obvious, that because of the huge size of this full-time subordinate population, the subordinate staff should be given the HIGHEST PRIORITY emphasis in ALL administrative decisions! To graphically display this reversal in administrative policy, click on the Power Pyramid link:

Go to: Power Pyramid Flip-Over Chart

To further this goal, the Turkey Pen Allegory was created to support the cause of subordinate staff by focusing on the essential principles or "talking points" that should be confronted during the current strategic planning process as well as during salary and benefit negotiations between unionized full-time library employees and top library administrators. Click on the Turkey Pen Allegory link to see an accurate insider's portrayal of the dysfunctional administrative practices of some top library administrators in the public services and personnel sections at headquarters:

Go to: Turkey Pen Allegory

The metaphorical "TURKEY PEN" represents the County Library Department at its bureaucratic worst. The allegory challenges library employees to decide whether or not they want to be liberated from the bureaucratic mental chains wrapped around their precious brains. It symbolizes the persistence of some top library administrators who have continued to defend a truly brutal adversarial legal position. In the process, they have created a smothering conformity to an outdated dysfunctional dictatorial "command-and-control" military style bureaucratic evaluation policy and rating procedure regarding the annual evaluation and promotional rating processes. This is apparently to emphasize "racial politics" by protecting Affirmative Action appointees instead of developing realistic qualification standards for our top County Library administrators. Moreover, top library administrators have ignored my four major policy recommendations:

      [1] To demand that ALL library supervisors implement the written requirements in the official County Library annual performance evaluation policy handbook and the training manual first used in March 1998.

      [2] To reduce the number of ratings from five to three to focus on objective rating standards instead of the vague prejudicial personal opinions of supervisors.

      [3] To include a Teamwork Rating Factor (Change from five to six Rating Factors) in the overall annual performance evaluation score; and

      [4] To implement an "upward evaluation" appraisal process where subordinates could provide relevant feedback concerning their working conditions and the quality of their supervisor's leadership ability.

The purpose of the allegory is to permit dispassionate individual thinking and group dialogue about the leadership issues involved in building a better relationship between library management and the classified subordinate staff based upon mutual respect instead of the extremely divisive and perpetually adversarial legal model of negotiations employed by the County Counsel that rarely solves any significant problems unrelated to salaries. Therefore, the ultimate professional and ethical leadership question is:

Do you want to"FLY" like the eagle
for the reasons stated or "ROAST" like the turkeys?


Hopefully when full-time subordinate employees contemplate the answer to this question they will be encouraged to use reliable coping skills to negotiate rather than leave the library system (fly out of the Turkey Pen). Unfortunately, many outstanding "working wounded" subordinate library employees have already left the library system in despair during the last three decades in order to stop suffering burnout symptoms or because they received better deals elsewhere concerning professional upward mobility and higher pay for the same kind of work.

Instead, it is expected that current library staff will become more committed to our customer service mission and they will assert themselves in more creative ways because they will be receiving more official recognition as they strive to fulfill their professional career goals --- within our library system! Since there is such an extraordinary opportunity to serve culturally diverse customers from communities with continuously changing demographics, including immigrants from all over the world, this alone could be a compelling reason to justify a full-time library employee's decision to stay with the County Library Department throughout his or her career.

It is passionately hoped that library staff will strengthen their inner psychological resources so they will become more actively involved in asserting their employment rights to "fair and impartial" personnel practices. In the symbolic context of the allegory, to fly" means to "flow," which is the emotionally healthy psychological process of being creatively engaged in successful action! This kind of work ethic and attitude integrates both personal and work goals to produce predicatably reliable efficient and effective customer service results.

Psychologically, the "feeling of flow" is the apex of high self-respect and self-esteem. The experience of working with "flow" produces positive brain chemicals known as endorphins, in contrast to the harmful stress chemicals, cortisol and adrenaline, which can cause feelings of anxiety and depression and make people sick. Those harmful brain chemicals can produce burnout symptoms, which can be devastatingly debilitating.

For example, any unsatisfying work work-related experience that subordinates face, such as the deadening denial of rational analysis practiced by some top library administrators in the so called "Human Resources Development" and "Public Services" units of the County Library Department, especially during a grievance process concerning annual evaluations and promotional ratings, produces harmful brain chemicals in subordinate staff, which makes them feel depressed and leaves them feeling under-appreciated. In short, subordinate staff can feel "burned out" from the lack of appropriate recognition and emotional support from their so called "superior" supervisors.

Why does this happen in an organization that glorifies excellent customer information services?

However, after almost three decades of struggling against discrimination related to County Library evaluation and appraisal practices caused by the incompetence and arrogance of some top library administrators, it is apparent to me that full-time subordinate field staff will need "constructive positive intervention" from outside the County Library Department's administrative bureaucracy in order to overcome the negative characteristics described in the Turkey Pen Allegory.

The strategic plan consultants could provide the basis for an objective analysis of the unfair and discriminatory amateurish implementation of rating procedures and the general negligence and insincere communication between the relatively small group of administrators at headquarters and the big group of professionals and para-professionals manning all our 88 field libraries.

Click on the following Strategic Professional Solution link for background information about the historic facts concerning the chaotic patchwork growth of our diversified library system and the resultant confusion and dereliction of essential duties of some top library administrators:

Go to: Strategic Professional Solution


SUMMARY OF STRATEGIC SOLUTION IDEAS

      [1] Need for the proposed new uniform objective written County Library Performance Evaluation Management Policy, and

      [2] Need to "liberate" librarians in the lower-income salary
      levels by turning the organization chart upside down.



One profoundly simple answer to the strategic problem of the stifling bureaucratic fog in the County Library Department would be to empower subordinates by officially recognizing their achievements through organizational restructuring. This cost effective power sharing action could unleash the abilities, skills and knowledge of the great majority of full-time professional and para-professional library staff.

This web-based tutorial explains why both a personal and a departmental "strategy of transition" are essential for professional growth in the library system. The current dysfunctional administrative hierarchy of unquestioned and unaccountable sacred power must be destroyed. Building and regional supervisors and managers are the "bureaucratic dictators" or "functionaries" who are now permitted to abuse their discretionary administrative authority or "position power" at the expense of the full-time subordinate staff, who are trapped in a subordinate role that carries the stigma of being "inferior" simply because some top library administrators will not evaluate their performance correctly and fairly and also because they do not get paid fairer higher salaries for the work they do!

Click on the Proposal Index link, which is the strategic proposal to change the performance evaluation process from an obsolete authoritarian command-and-control "pyramid power" organizational structure to a streamlined flatter upside-down Facilitator-Coach "circular power" format!

Go to: Proposal Index

I believe there is sufficient evidence to prove that the current dysfunctional library administrative hierarchy should be replaced with a more compassionate and professional "fair and impartial" annual evaluation policy and promotional rating procedure. This would make "supervisors" and "administrators" the "Facilitator-Coaches" or "Servant-Leaders" of the full-time professional librarians and library assistants who provide the essential direct customer information services to the public.

Subordinate full-time staff would become the "customers" of library supervisors and administrators! During the transition toward a "self managing" team model of "Facilitator-Coach leadership (supervision) a specially appointed ad hoc committee could replace the currently unfulfilled leadership role of the County Library's Human Resources Development unit. Individuals who really care about the welfare and expertise of subordinate staff could be appointed to a special task force committee (or team) to fill the current vacuum that exists because of the ignorance and arrogance of the administrative personnel officers who have been implementing a discriminatory annual evaluation and promotional appraisal system for many years.

This single change in the abusive hierarchical administrative structure could ensure more predictably efficient and effective customer information services, and could give more hope to the great majority of "OUTSTANDING" subordinate professional and para-professional staff members who put their hearts into their work product every day. If their work performance becomes more truly appreciated --- at the lofty level of the flowery words in our County Library Department mission statement, it could lead to lifelong career loyalty among subordinates which could translate into longer retention and increases in job satisfaction.

Now is a good time to reform or transform the County Library Department's organizational structure in order to align it with the current realities of the changing information needs of customers and the changing realities of computer technology. This possible solution is be the best way to solve the problems of employee demoralization and career stagnation in the County Library Department.

It would liberate the lower paid full-time library subordinate staff so they could successfully "transition" to a "higher" level of productivity and remuneration. They would be providing better quality customer services, since they knew they would be getting the professional emotional support from their regional managers especially concerning how to better serve the rapidly changing ethnic customer base mix with the latest computer technology and information sources.

Furthermore, this transformation could also make the staff assigned the higher paid building supervisor and regional administrator jobs more efficient and effective at the same time since they would be trained to be honest "Facilitator-Coaches" (and not "Servant-Leaders," since the very name antagonizes many minority employees who have a deep-seated hatred of the institution of slavery and the inferior status of represented by the word "servants" due to the historic reality of black slavery in the United States). Instead, they would be expected to function like coaches or mentors or teachers who would guide their subordinates into outstanding productivity by their outstanding example! Or, they would be demoted to non-supervisor ranks or fired for fraudulent insubordination!

As Joseph Wambaugh proclaimed at our annual library breakfast in April 2002, "employee morale" is the most important asset of a public service organization such as the County Library!


ANALYSIS OF LIBRARY LEADERSHIP IDEAS

This interactive training tutorial can help both subordinate librarians and clerical office staff assert their employment rights and become more empowered to serve the public better. In addition, it can enlighten top library administrators and supervisors. The 12 leadership categories are organized into convenient digitized packages for easy and rapid access. Library staff can learn fundamental management skills, including the key assumptions of modern psychology, which are essential for effective and efficient leadership in our customer-driven and technology-oriented rapidly changing library world.

The 12 leadership categories represent crucial issues that are first organized in the format of "positive issues" in order to focus attention on the positive significance of each of the leadership issues separately. Organizing or "Chunking" the 12 leadership categories into POSITIVE ABSTRACTS (affirmative statements from authority figures) can facilitate your ability to understand and memorize the psychological and ethical ramifications of these complex issues in commonsense logical contexts.

In the opening summaries of each of the 12 leadership categories, the issues are described in the format of continuums to show why this context is better than analyzing the issues in the context of extreme "dichotomies" as is usually done by diehard bureaucrats. Thinking in terms of stereotype dichotomies ("either/or" extreme statements) usually distorts the issues and almost never leads to successful outcomes or reliable results, especially with regard to leadership issues.

Each of the 12 leadership issues are briefly introduced as separate parts of the overall leadership problem. Since major conflicts are involved in all 12 leadership issues, the longer these issues go unanalyzed and under appreciated by top library administrators, the more damage will be done as excessive stress is placed on subordinate field staff.

To minimize the damage to full-time subordinate library employees caused by intense distress at work, library employees CAN LEARN NEW WAYS TO ADAPT to the bureaucratic barriers and obstructions imposed by our dysfunctional administration's evaluation methods and priorities. These evaluation and rating policies and procedures frequently place intolerable pressures on both subordinate front line staff as well as regional management staff alike!

The 12 leadership categories all deal with key ideas related to the implementation of the County Library system's annual evaluation and promotional rating policies and procedures. The categories represent clusters of ideas that can be "seen" as if you are looking through "windows" so you can understand the interplay of leadership principles necessary to create a comprehensive VISION of the County Library's future during the next three years.

The reliable knowledge in this website (and CD-Rom) can be utilized as the strategic basis of the achievement of our public service mission objectives of the future, which can produce a substantially higher quality of leadership achievements. This proposal can provide the basis for new strategic leadership practices in the County Library, if there is an increased appreciation for modern psychological theory and the substitution of "self-managed teams" for the obsolete hierarchical administrative organizational structure that now exists.

The unique structure of this self-paced training tutorial (and CD-ROM) "chunks" authoritative leadership information from books, tapes and periodicals into simpler, more accessible patterns of ideas. The abstracted summaries within each of the 12 leadership categories are logically connected and cross referenced to their appropriate organizational subjects by hypertext "quick links," which can instantly connect each idea to hundreds of other summarized excerpts or "abstracts" from authoritative books, journal articles, and audio and video tapes which all validate the main premises of this proposal.

The tutorial is designed to help users pinpoint and override the thinking taboos that have caused the historic bureaucratic policy barriers and procedural obstacles. The barriers and obstacles have perpetuated the abuse of administrative authority in the past.

Your own personal strategic payoff or life changing reward for taking advantage of this unique leadership tutorial is that it can stimulate thinking skills and motivate you to collaborate with other staff members to invent the future! Futurists agree that "inventing" the future is the best way of predicting it!

Thus, if you accept the risk of changing your familiar thinking routines and get out of your comfort zone, you may be able to create your best self and also create an optimally healthy workplace at the same time. Your adventure of self discovery and professional growth at work can begin when you choose to look through the virtual windows. For "authentic happiness" you must:

      [1] Immerse your mind in positive options
      [2] Get absorbed in your "signature values"
      [3] Get deployed in a project bigger than yourself!

These three essential elements associated with happiness were discovered by experts and codified in the new book, Authentic Happiness, by Martin Seligman. This set of behaviors and attitudes is at play when you seek to improve our library system. By focusing on one leadership category or factor at a time, you can change yourself and then begin to change the obsolete organizational structure of our vast library system, which is more like a dinosaur than a successful business. If you will "imagine the possibilities" (this is a classic County Library bookmark affirmation) and trust your own professional values and intelligence, you can create a new dialogue first with yourself and then with your professional library colleagues.

As you become aware of why employees tend to resist change no matter what their levels of expertise, or administration titles, or County Civil Service "Class Specification" labels, you can learn how to overcome the natural resistance to change. As you do this, you can change your own leadership habits in the process.

During the process of personal and institutional change, the supportive network of leadership categories can help you understand your own professional values of "intellectual freedom" and the "right to know." As you assert yourself, and change in the process, you will be empowered! You will gain a deeper understanding of your professional responsibility to work at your personal best, whether or not you are getting the respect that you deserve from top library administrators and region and building managers for your good deeds with customers!

Your quest for respect and recognition must be seen in relation to the contradictory and often confusing bureaucratic motives of library administrators, which can sabotage your best efforts. Then you can integrate your own professional ideas with the leadership ideals in this interactive tutorial and create your own action plan to serve the public better!

This detailed analysis of leadership issues can enable both library subordinate staff and library managers to overcome their resistance to change and to create optimism and enthusiasm for understanding the complex overlapping meanings concerning the crucial career development issues impacting County Library employees.

First, you can choose to focus on the positive aspects of any of the 12 leadership factors by clicking on any of the numbered red boxes in the following "Digital Bookshelf of Library Leadership Issues:"

1. ACHIEVEMENT 5. CREATIVITY 9. PERFORMANCE
2. BRAINPOWER 6. FEELINGS 10. SUCCESS
3. CHANGE 7. LEADERSHIP 11. TEAMWORK
4. CHARACTER 8. MOTIVATION 12. TIME MANAGEMENT
DIGITAL BOOKSHELF OF LIBRARY LEADERSHIP ISSUES
Second, you can utilize the practical thinking skills in the following link which includes reliable learning strategies and memory techniques, when you analyze the library leadership issues and ideas:

Go to: Thinking Skills of Librarians

Third, you can click on the Automated Brain Tutorial link to discover how new knowledge about brain structure and brain function can help you become a better leader at all levels of our library organization no matter how many bureaucrats with whom you have to deal:

Go to: Automated Brain Tutorial

Hopefully, the current official strategic planning process will convince top library administrators to bring about a genuine organizational change, which will free both full-time professional and para-professional subordinate staff from excessive bureaucratic bondage. It is hoped that library employees at all salary levels will be officially empowered and thereby enabled to assert themselves so they will get the full recognition and respect they deserve and need in order to survive and thrive under the frequently extraordinarily difficult working conditions.

Serendipitous Note: The words and phrases emphasized in bold text can function like anchors in your amazing brain. Hopefully, you will accept the serious purpose of this strategic planning opportunity and choose to read this essay several times, thereby taking advantage of the powerful memory technique called "spaced repetition."

Endnote for the County Librarian: Every library employee has a vital role to play in creating good working conditions. Please seek to remove the bureaucratic barriers and obstacles to communication that keep full-time professional staff from doing their best. In other words, please do the right thing and realign the County library organization in accordance with the Civil Service Code mandates of the Board of Supervisors. Please help heal the "working wounded" subordinate library employees who are under your administrative control by reducing the negative impact of "racial politics" and by empowering subordinate staff to achieve their full potential to excel!

Thank you.


Go to: Proposal Index
Go to: Home Page Index
Go to: Interactive Index