AALL Spectrum

AALL Spectrum / January/February 2018 / Volume 22, Number 3

AALL Spectrum / Published by American Association of Law Libraries

Issue link: http://epubs.aallnet.org/i/915318

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Page 6 of 59

JANUARY/FEBRUARY 2018 | AALL SPECTRUM 5 My management style is "hands-o " when it comes to my sta. My job is to give sta the resources, time, training, and instruction so that they can do their jobs. I trust that they are prepared to handle any task that comes before them. It's an easy management style when you have smart people who are dedicated to provid- ing excellent service. I've always believed that you should allow your people to gain skills and expertise so that they become competitive in their eld. Hopefully you treat them in such a way that they will not want to leave; however, watching employees take on leadership roles at other law rms is exciting to see. As I read through the articles for this issue of AALL Spectrum, I am reminded of my own experiences interviewing for jobs. Whether I succeeded or failed to land a job, I always learned from the experience of the interview. I once asked an interviewer, years later, why he had not hired me for a position. He said that I would have been a risky hire because I lacked the experience he wanted. It's too bad he didn't take that risk, he could have shared credit for me now. is issue of AALL Spectrum follows the path of a law librarian's professional career, from being the interviewee to the interviewer, hen it comes to management styles, there simply is no one right answer. If there were, there wouldn't be a huge management section in bookstores. We tend to follow what we've seen from our own managers, or purposefully not fol- low what we've seen from our managers. Even those who never take the career path toward management need to understand dierent management techniques in order to better complete tasks and better understand the expectations of those in our overall organizations. Whether you are a solo librarian or part of a multi- national team, management techniques are part of our daily operations. MANAGEMENT MUSTS Discovering Your Career Path Greg Lambert glambert@jw.com PRESIDENT'S MESSAGE and it covers several important topics, such as discovering your true path to career fulllment, even if that deviates from your intended path, improving your hard skills as well as your so skills, and understanding how it all comes together as both the person who is managed as well as managing others. It's not called a career line, aer all, it's called a career path. A path that winds around and sometimes makes you cut a new trail in order to get where you want to be. e more we understand where we are on the path, the better prepared we will be to getting there. As you read through this issue, I hope that you take the time to think about your path. Whether you are at your rst professional job or your nal job before retirement, it is important to remind yourself what excites you about your career. While you are nding ways of helping your colleagues improve their own skills, remember to keep your own professional development and resume up to date. W

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