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MLA's Librarian Survival Kit

Hints for Using the Kit

To top of page Know Your Organization

  1. Be selective when using these materials.
    The kit should be used as an outline, with the understanding that every situation is different. Based upon knowledge of your hospital's leaders, adapt your actions to those individuals and their value systems. Pick and choose what is best for your situation. Creativity + Persistence + Efficiency = Effectiveness!
  2. Look at the big picture of the organization.
    What is important to the leaders now and in the long term? Are you jeopardized by hospital administrators only concerned with the bottom line; or merely by those uneducated about what a real librarian does? No matter what the reason, address the priorities of the organization as a whole, instead of attending only to the needs of the library. Do not use your jargon; use their jargon. You are selling them a product—yourself. Show that you meet the needs and further the goals of the organization.
  3. Recognize local and national trends.
    Don't let yourself be surprised by trends that are influencing administrative decision-making everywhere. Anticipate trends and their impact on you. Accept changes in the field and change with them. Remember, those leading the pack don't get eaten; predators only catch those lagging behind.
  4. Follow up knowledge with action.
    Identify and cultivate relationships with the opinion leaders in your hospital. Join hospital-wide committees, especially the information management team. The more people know of you, the more leverage you have. Be a leader not only in the information system of your hospital, but in the hospital as a whole.

To top of page Know Your Clients

  1. Identify your clients.
    Keep them well-informed about new services and information. Do not overlook the administration's needs. Be client-oriented.
  2. Attract clients who have power.
    Always stay one step ahead of the needs of top-level administrators and physicians. Form a special communications bridge with them through quick newsletters or e-mail to distribute information tidbits they might find useful. Join the same committees they do.
  3. Identify your most valuable services
    by conducting formal and informal needs assessments on a regular basis. Constantly ask what your clients want. As their positions and duties change, so will their needs. Formal surveys are required if you are being accredited by JCAHO, but don't overlook casual conversation with coworkers outside the library, which often reveals additional information about the services they need.
  4. Concentrate on providing the most valuable services visibly and well.
    It doesn't matter what services you provide if the right people do not know of them. Solicit! Regularly contact people who do not currently use your library and ask them about their information needs. Even if they don't use your services, you will be identified as the information expert.

To top of page Know How to Manage and Market Your Services

  1. Know exactly what your library does for its customers.
    Be able to quantify it in terms of costs and benefits that administrative or financial decision makers understand. For example, meaningful measures such as "physician use per patient" can greatly further justification of your overhead costs. Keep good records of instances in which your services "saved a life" or cut the cost of treatment, and distribute this information to key people on a regular basis. Saving the hospital money shows your importance.
  2. Lead other parts of the hospital to your library.
    Make certain library orientation is part of new employee training for all staff, including physicians, nurses, and administrators. Expand your role in the education department. Offer a wide selection of continuing education courses, such as end-user, computer, and Internet training.
  3. Lead the library to other parts of the hospital.
    As suggested earlier, join information management committees. This will help you know where all the information resources are located in the institution (medical records, hospital performance ratings, etc.) Thus, even though you are not in charge of every type of information, you can easily help clients find what they need. Volunteer at hospital-wide events. Attempt to visit every department on a regular basis—whether it be to deliver documents personally or just to say "hello" to people during a break. Encourage every employee to do the same.
  4. Buy the hospital accountants chocolate!
    (Well, it worked for one task force member!!)

To top of page Communicate with MLA Leaders

  1. Keep in touch with MLA leadership.
    Give them data so they know what's going on out in the field and can develop programs that help members. Don't whisper or complain to each other; tell people in the association who can make a difference. Network within MLA and be involved with other types of library associations.
  2. Get involved in MLA!
    Make contributions that you know will help you and others. Volunteer to be involved at whatever level suits your personality: chapter, section, or national. Attend committee and board meetings (at all levels), even if you're not an officer or committee chair. Listen, observe, and contribute.

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