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Reflection on Management Skills
Brian S. Whitmer – 805xs – September 11, 2017

In my previous working life, I held titles including marketing communications specialist, marketing strategist, graphic designer, freelance small business consultant, digital colorist, department manager, and cartoonist. In those various roles, I learned certain skills to a high degree, some skills only cursorily, and some almost not at all. In my undergraduate degree program, I learned analytic thinking as well as deep problem analysis from majoring in philosophy. Translating these skills to a library management position using the six skill clusters identified by the textbook authors, I would feel most confident in my analytical, problem-solving and system skills. Less confident in my political and social skills. And least competent in financial skills in the library context.

Having worked as a marketing strategist for an international home elevator and accessibility company, I was responsible for developing a marketing and competitive analysis materials surrounding the launch of a new home elevator product. I was able to perform competitive analysis and provide solid reasoning for development of our marketing plan. As a marketing communications specialist, I was also in charge of designing the marketing messaging, brochures, website, and marketing support materials accompanying the launch.

In my roles as a small business consultant and manager, I developed strong skills in problem-solving and system skills. In my role as a manager, I developed an automated processing workflow using scripting to create time-saving automation to improve workflow efficiency and accuracy as well as day-to-day problem solving involved in the production and distribution of hundreds of comic strips each week as manager of a digital coloring department. I also worked closely with small business owners to solve their marketing and design challenges. In the library context, my skills regarding library systems and library concerns are growing with each class I take.

While I am capable of dealing with difficult persons, my normal default position is to avoid conflict and practice an attitude of live and let live. I am also most comfortable dealing with small groups of people and don’t enjoy the cacophony of large groups of people like crowded places or large group meetings. I am a very skilled one-on-one communicator and find mentoring both comfortable and stimulating. Years of coffee house conversations are excellent preparation for interpersonal communication and managing difficult topics through tact and a good self-deprecating sense of humor as well as honing good rhetorical skills in argumentative reasoning. With 12 years of supervisory and management experience, I am used to dealing with work conflicts and navigating the political waters endemic to any type of organizational setting. In the library context, I would probably need to work on developing group presentation skills as well as working with the numerous volunteers who are common in library settings as well as interacting with friends of the library groups and political groups who may have different agendas or goals.	

Finally, the area where I have the least experience and competence is in the area of financial management, budgeting, and fund raising. I have almost no experience in these areas other than personal financial management and having read a few works on accounting. This is the area of this course I hope to gain the most from and look forward to working on the final project which looks to be an extensive exercise on managing a budget in the context of competing demands on potential resource allocations.

As I expressed in my introductory essay for this class, one of my personal goals is to create a value stream map of the inflows and outflows of a typical public library. I find I can think more clearly and deeply when presented with a map or diagram than reading explanatory articles or books. This will require me to gain some mastery of one of the infographic design services or tools that have become available in the last few years. But having worked with a skilled designer of just such value stream maps I am convinced of their absolute necessity and value for good management and communication. Having thought a great deal this week about the management theories of Frederick W. Taylor and Peter Senge, I’ve been thinking about what are the tasks that are necessary on a daily, weekly, monthly, quarterly, and yearly basis as well as wondering what resources exist currently that address specific tasks performed in the library setting like shelving, collection management, children’s programming, and so many more that I don’t even realize yet. Being able to link specific resources to identified tasks/processes on a value stream map would incredibly helpful.