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On October 29, I joined representatives from all types of libraries and library-related organizations/associations at a meeting to develop concrete action steps to implement the Statewide Plan for Washington Libraries. A copy of the Plan is available at http://www.wa.gov/wsl/forums.htm.

The day started with two useful exercises. These exercises are shared in full because I believe that they may be useful to future group efforts in which you may take part. Participants, in small groups, were asked to consider the following questions related to leadership for the library community.

Question 1:
"What behaviours would you want to see in someone you consider to be a leader carrying out?"

Responses:

• A broad interest base
• Develop workable plans
• A politician
• Good communicator
• Ability to define issues, set goals, and face conflict
• Vision with passion
• Innovative and creative
• Collaboration/partnership
• Ability to build consensus
• Thinking that is inclusive
• Listening skills
• A positive "can do" attitude
• Lead by example
• Working against turf
• Negotiation
• Ability to look for and seize opportunities
• Knowledge to accomplish the task
• Integrity
• Accountability

As you can see by the answers listed above, the possibility of finding one person who embodies all of these abilities and characteristics is low to impossible. One of the problems of implementing a statewide plan is assigning leadership and with it, the authority to make decisions. The next questions addresses this issue:

Question 2:
"If you have perceptions about how an organization or group of organizations need to be exercising leadership on your behalf, and how that would occur, identify those expectations."

Responses:

• One coordinating body with the power to work in a variety of areas
• A pope -- with moral authority, "infallibility"
• A baker to assemble the ingredients -- potentially WSACL
• A big picture view -- not have their own agenda -- or has an agreed-on agenda
• There is a plan, criteria for evaluation, reporting, sharing control, working in partnership
• A voluntary cooperative environment
• Need to know the puropose(s) of the group
• Some givens; also need a partnership -- touches, interconnected
• A focal point for information exchange
• Stakeholders need to communicate better with each other and understand one another's issues

Next, the group established ground rules for implementing the plan:

• A commitment to succeed
• Know when to hold 'em, when to fold 'em
• Start with a small, solvable problem, accomplish it, celebrate it, and set aside the chimera
• Don't reinvent the wheel
• Mission focused
• Everyone shares their expertise, information
• All institutions have the potential for leadership
• Needs to be participation from all beneficiaries at some level
• Clearly define action steps
• Deadlines honored -- a timely response
• Its OK not to participate in everything
• Everyone contributes, and everyone's contribution is respected
• Mutual support for top priorities of various groups
• All groups impacted are consulted and their interests kept in mind
• Willing to take risks
• Consensus is a worthy goal; also need to be able to compromise

Finally, pages listing the goals were affixed to the walls of the room. Participants were encouraged to list what they had the AUTHORITY to contribute to the goals. As your representative, I articulated the following roles for CLAMS:

Goal -- Technology and Telecommunications: Facilitate libraries' access to technical training and support

Role -- Coordinate conferences/workshops for training and support particulary in the area of technology

Goal -- Collaboration: Identify the common missions, goals, issues, or needs for which collaborative solutions are appropriate

Role -- Assist in finding librarians to serve on teams

Goal -- Leadership: Ensure there is ongoing training and development of library leaders)

Role -- Encourage leadership and training opportunities in associations

If you can think of any other ways in which CLAMS can further the goals of the Plan, please communicate with the Executive Board.

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