Growing Your Own Leaders: Succession Planning in Libraries

Nixon, Jon

doi:10.1080/08963560802183229

Cited by 30 publications

(33 citation statements)

References 4 publications

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“…McMahan and Masias give the results of a workforce assessment survey and give clear recommendations on assessing staff talent, which is often a first step in succession planning but which is outside the scope of this article. Nixon (2009) is one of several authors who talks about ''growing'' future leaders that are already part of the organization. Whitmell (2002) discusses the broader needs that libraries have to ''grow'' talent in the entire workforce through education, mentoring and networking.…”

Section: Growing Leaders Within Your Organization and Departmentmentioning

confidence: 99%

“…Recruiting from outside for leadership positions is a last resort, though many libraries may find it necessary despite good planning. Nixon (2009) provides a thoughtful discussion of how to identify and train potential leaders. The author found that more than half of her library's recent hiring was from in-house candidates, implying that they were often already ''growing'' and ''buying to grow'' leadership talent without an actual succession plan in place.…”

Section: Growing Leaders Within Your Organization and Departmentmentioning

confidence: 99%

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Succession Planning for Library Instruction

Sobel

Drewry

2015

Public Services Quarterly

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Detailed succession planning helps libraries pass information from one employee to the next. This is crucial in preparing for hiring, turnover, retirements, training of graduate teaching assistants in academic libraries, and other common situations. The authors of this article discuss succession planning for instruction programs in academic libraries. They provide strategies and tools for use and adaptation.

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Section: Growing Leaders Within Your Organization and Departmentmentioning

confidence: 99%

Section: Growing Leaders Within Your Organization and Departmentmentioning

confidence: 99%

Succession Planning for Library Instruction

Sobel

Drewry

2015

Public Services Quarterly

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“…A loud and growing concern among librarians is the greying of the profession and the need to recruit more librarians (Lenzini 2002), particularly for leadership positions (Nixon 2008). These concerns may have led to the development of leadership programs.…”

Section: Leadershipmentioning

confidence: 99%

Leadership Development for Academic Librarians: Maintaining the Status Quo?

Hines

2019

Can. J. Acad. Lib.

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Leadership development experiences within librarianship are immensely popular. The informal critiques that are leveled at these programs, however, claim that they serve only to reinforce the status quo and that they do not address the real issues affecting our profession, particularly those relating to racial and gender diversity. In order to critically determine the value of these programs, I examine them through the lens of critical race theory. Elements of critical race theory are illustrated through details solicited from the program coordinators and from available information on program websites and in professional literature. While these leadership programs frame themselves as creating transformational leaders, focusing on team-building, collaboration, and motivation, their curriculum and structure perpetuate the status quo in relation to librarianship's existing structural biases. There are steps that can be taken, however, to better develop diverse leaders with our professional values in mind.

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“…Judith Nixon noted that the first article was published in 2004 and highlighted the strategies that a public library in Oregon used to develop a program for preparing and training younger staff members for anticipated promotions to upper-level positions. 6 In 2005, Vickie Whitmell identified the issues related to the retirements of a significant number of libraries and information management organizations within the next decade. Practitioners, researchers, and educators discussed the urgent need to take action and ensure that these organizations would provide the education, training, and appropriate work experience for their employees.…”

Section: Crl12-349mentioning

confidence: 99%

The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries

Hall‐Ellis¹,

Grealy²

2013

CRL

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Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people working in flatter structures and greater accountability. The Dreyfus Model of Skill Acquisition framework suggests that mentoring, coaching, and professional development empower staff for movement up organizational career ladders as part of succession planning and management. To maximize human capital, administrators need to determine skill development levels among staff so that they can identify skill “gaps” internally, create new career ladders, identify emerging stars, and enhance evidence of values for staff contributions.

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Growing Your Own Leaders: Succession Planning in Libraries

Cited by 30 publications

References 4 publications

Succession Planning for Library Instruction

Succession Planning for Library Instruction

Leadership Development for Academic Librarians: Maintaining the Status Quo?

The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries

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