Rosalind Moore

LIS 650

I. Leadership and Professional Model

Leadership Mission and Values

Leadership Mission Statement:

Leadership Philosophy Mission Statement: As a growing leader in an academic sector I

will ensure to create an diverse environment to educate, motivate, and inspire employees to

cultivate an continual infusion of organizational emotional intelligence in which employees will

learn the concept of constantly creating internal and external raving fans.

I am passionate about teaching, training, coaching and creating raving fans, individually

and as a group, by engaging employees in a compelling personal and organizational vision. This

can be accomplished by allowing employees to develop a personal professional development

plan. Creating a professional development plans it allows employees to show the employer their

greatest strengths and allows employers the opportunity to tap into their employee’s best

achievable work. I receive great pleasure by helping employees integrate information and

learning, seeing plans come together in a successful result and watching employees celebrate

their success.

I believe in leading an organization by fostering the emotional intelligence management

style. Having the ability to perceive, evaluate, reason, and manage your employees emotions can

be beneficial to your organization’s success (). My mission statement goal is to someday have

an organization in which I can foster an environment for learning, encouragement, and

understanding that it is okay employees to have mixed emotions about my personal and

organizational goals. To be a great leader one must constantly assess your organization and

assess employee moral to ensure you have internal and external raving fans, so that your

organization can thrive. To ensure that my mission statement will thrive I have developed a set

core leadership values which I believe will sustain my leadership style. I have listed below my

personal set of core values for organizational and leadership success:

Value of Teamwork

A leader must know how to build and nurture such a team. A good leader knows when to

be a leader and when to be a follower. The best solutions come from working together with

colleagues and clients. I will ensure to build an effective team that will encompass relationship

building, respect and sharing of ideas. As a leader I plan to create a teamwork atmosphere by

developing committees and having employees with special interest lead the specific committees.

Value of Diversity

Library leaders have to stay current terms of retention strategies among employees and

patrons. Outreach and marketing can be costly but are important for ongoing success measures.

Many of the more popular companies constantly spend money in marketing hoping that one day

their products or services will sell. As a future library leader I will ensure to market to a diverse

clientele in inexpensive ways to sustain internal and external raving fans. Libraries can impact

internal and external retention by implementing strategic outreach and incorporating diversity

initiatives. I believe implementing diversity strategies is a commitment to recognizing and

appreciating a variety of characteristics that make individuals unique. The reality of libraries

today is no easily defined “user” or “librarian type”. Insert something about

Value of Vision/Leadership

A leader must have a clear idea where his or her organizations goals or ideal library

vision entails. Like in the text Raving Fans, one of the first rules for creating raving fans is

deciding what you want (Blanchard 48). When a leader can envision the type of organization

that he or she would like then one can inspire employees to carry out the vision. As a future

library leader I will be clear about my personal and organizational goals and will refer frequently

to the vision, mission, and values of the organization in my interaction with others. You must be

extremely specific about your vision detailing everything that you see in your mind’s eye to your

employees. Vague visions are as good as not having a vision at all. I plan to lead my team with

a clear vision that encompasses programs for organizational and individual success.

Value of Coaching and Development

Encouraging others to expand their capabilities and take on additional assignments is part

of the leader’s responsibility. Leaders who feel threatened by the capabilities of others are

challenged in this area. Coaching and development are essential skills all leaders must cultivate.

A good leader challenges people to rise beyond their comfort zone and develop as an individual

to become better, stronger, to become a team player. I learned this semester that not

everyone’s a good fit with your organization. Some people change, and some people

you should not have hired in the first place. Anyway some people should move on and

there are two relatively good ways to make that happen:

Value of Integrity

I will create integrity by being sensitive to the emotional needs of others, using creative

emotional intelligence, knowledge and insight, to passionately foster creative solutions for the

benefit of my employees. I will train others to listen in a truly caring and empathetic way; lead

by following, keep promises and accept their emotions. A great leader will help others find their

passion and live their dreams and hold people accountable for their actions.

II. Talents and Professional Development Plan

Throughout the past 10 years of my working experience I seem to naturally lead

or often fall into management positions. I am constantly setting goals and evolving as

I have progressed over the years. I have been in positions where I have managed 75

plus employees to managing a small group of work-study students. I have worked in

hospitality, K-12 schools, human resources, and non-profit and can finally say that

the college academic setting is where my passion lies. I have been employed in a

small academic library for three plus years and absolutely love working with students.

I currently work full-time as the evening library supervisor while in the master of

library science program. I have been recently honored with selected as an Academic

Cultural Enrichment (ACE) Scholar, which blesses me with opportunity and access to

work with great mentors in the field of librarianship.

In the next year, I plan to graduate from the program while working full time as

evening library at Johnson C. Smith University. I have been given the opportunity to

complete an information literacy internship at my job by splitting up some of my

regular duties with my interest. In the fall I will be able to teach a few first-year

information literacy classes. Upon graduation, I hope to secure a reference or

information literacy librarian position at an academic library. Within two years of

graduation I have aspirations of entering a PHD program in Higher Education or

Library Science that focuses on libraries and how they measure retention with a focus

on cultural education. Within 2 -4 year period while working as a PHD student, I

would like to continue to work in information literacy and would like assist with

developing retention policies and contribute to cultural research in the field. I am

very interested with career development for students in general and for the field of

librarianship

At this point I am not sure if holding a director position will be in the plans for

me. I know within 10 years I hope be involved in cultural curriculum development

and recruitment for library science program because I feel there is a need. I also have

aspirations in becoming a professor in both library science and cultural studies. I

have aspirations of publishing articles and books that will add value to library science

department.

Ideal Library

My ideal academic library would consist of a university student population of

about 1,200 students. The ideal academic library that I envision consist of several

key points that I will further explain. Working in an academic setting for the past

three years has often afforded me the time to think of what would become my ideal

library.

Staff:

I envision having a staff of 3 librarians and 2 key support staff members. I plan to

interview and purposely select talent and customer service driven employees. I plan to utilize the

key interviewing tactics that are mentioned in the text, First, Break All the Rules (Bunkingham).

Bunkingham mentions the four key factors are selecting talent, define the right outcomes, focus

on strengths, and finding the right fit for your organization. I believe by abiding by

Bunkingham’s key interviewing skills I will gain employees that have no problem stepping out

of their comfort zone because everything they do is a learning experience.

I will be creating a team of employees that most organizations will want to hold on

to. These are the employees that go the extra mile for customers and for their managers creating

raving fans inside out. I envision having a team that is open to having their ideas challenged

because it forces them to think. In the interview process I plan to listen for specific clues to

search for passion for the field of librarianship. I believe what can be the most important skill in

my selection process will be the focus on customer service. I would prefer to hire a less

experienced staff member with great interpersonal skills than one with experience that dislikes

working with people.

I plan to keep my staff great by implementing, “holding up the mirror” (Buckingham

2000). I believe a great manager constantly gives his staff feedback on a quarterly basis. I

believe in ones quarterly feedback sessions then you can get a sense of your employee morale

level. I plan to have various incentive programs and each employee will create a professional

development plan. A professional development plan will allow employees to list their personal

development and goals within the organization. As manager I will ensure that employee’s goals

are being met by providing funds for conferences, workshops, and professional related activities.

Architectural design and layout

An article in Chronicle of Higher Education, featured newly renovated Library at

Goucher University in Baltimore, MD, which includes state-of-the-art amenities (Carlson,2009 ).

Goucher Library has a restaurant, exercise facility, art gallery, shoering facility, campus radio

station, and many other services. Critics would argue that the newly renovations takes the away

from the traditional educational purposes of a library. Innovators would probably argue that the

amenities will assist with marketing efforts and create easier access to its users. I am in favor of

having an up–to-date smaller version of this library which I believe would appeal to my library’s

users.

Programs and Services

In my ideal library I would establish an engagement-centered model of services that is

similar to the term “embedded librarian”. The embedded librarian is one whom goes outside the

library walls to engage with departments and student organizations. Below I have listed key

service styles:

Staff that will actively engage with faculty students and staff in assigned departments in

order to develop strong working relationships.

Staff that will actively assess user needs, create and implement user studies, share

information about users with library staff and with departments.

Regularly reading literature, such as library and academic journals about trends in higher

education, subjects, and disciplines, and sharing information with college community.

Collaborate with peer institutions for sharing of information.

Technology Services

In the ideal library I plan to create several information commons technology sand boxes

for students and faculty. I plan to have a library that is on the cutting edge very much like North

Carolina State Library. I also envision a staff that can identify areas where new online learning

and digital tools can place the library into the flow of teaching, learning, and research. Having a

staff that will effectively collaborate with the information technology department by contributing

to technology implementation ideas and changes.

Ideal library Budget

Operating Income Total $ 238,000 $ 378,782 $ 484,665

Operating Expenditures 2012 Actual 2013 Budget 2014 Budget

Request

Salaries and wages $ 131,750 $ 153,738 $ 178,925

Employee benefits $ 11,925 $ 12,522 $ 13,180

Books $ 8,000 $ 8,787 $ 9,250

Periodicals $ 1,330 $ 1,400 $ 1,470

Video materials $ 1,500 $ 1,750 $ 2,000

Audio materials $ 1,200 $ 1,500 $ 1,725

Software and Databases $ 420 $ 425 $ 450

Contracted services $ 2,200 $ 2,310 $ 2,425

Staff and board continuing

education

$ 950 $ 1,000 $ 1,050

Public programming $ 600 $ 650 $ 900

Telecommunications $ 1,425 $ 1,500 $ 1,575

Utilities $ 3,800 $ 4,000 $ 4,200

Equipment repair $ 475 $ 700 $ 715

Supplies $ 1,425 $ 1,500 $ 1,800

Operating Expenditures Total

238,000 378,782 $ 484,665

Strategic Planning

The Encyclopedia of Management (2006) defines Strategic planning to be characterized

as Robinson and Robinson (1994) wrote about how strategic planning could be used for

budgeting decisions and actions that shape and guide what a business organization is, what it

does, and why it does it. The objective of strategic planning is to develop a map by which to

manage an organization’s positioning.

Needs Assessment

I plan to conducting a needs assessment yearly to assure that basic needs are being met and my

staff is addressing any deficiencies within the library. A needs assessment will help determine

whether I am utilizing appropriate solution to a performance deficiency. A needs assessment

will ensure the library is meeting American Library Association standards.

Quality Control and Quality Management Principles

Implementing a quality control plan can save a organization lots of time and money. It can be

standardized if you input an yearly needs assessment to ensure your library is completing it’s

checks and balances. I will ensure that there are specific quality control activities in place for

effective measurement.

Course Student Learning Outcomes

Advanced Communication Skills:

Communication is the heart of everything we do to become successful in relationships, work, and

providing service to your customers. I learned this semester that as I progress into my career

aspirations having good reading, writing, speaking and listening skills are essential for success.

This class has taught me that today's workplace is constantly changing, so learning more about

effective progressive communication is essential. This includes being able to keep up with new

technology trends needed for the field of librarianship.

Organizational and Personnel Management Skills:

The one aspect of personnel management that I learned this semester when it comes to

interviewing is determining a candidate's skills, but more important is finding out how the person

will fit into your organization's culture. Focusing in the interview how the person will adapt to

the environment and how well the candidate will work with others to accomplish changing goals

in the organization. From the text, Raving Fans, I learned how to create a clear vision of how I

could imagine my organization and how to create internal and external raving fans. I often

mention the term raving fans in casual conversation but I believe this will be a concept that will

always stick close to my heart. I believe in customer service and I understand that is the reason

Google is the number one company for employees.

Relationship Management, Professional Development and Teamwork Skills:

When I think of relationship management of emotional intelligence comes to mind.

This semester I was fortunate to meet former American Library Association president Dr. Alire

and listen to her presentation on emotional intelligence. I was very inspired how she was hired

as a change agent for many large ACRL libraries with low morale and performance. Dr. Alire

talked about recognizing and managing employee’s emotions to promote positive change. I

believe in teamwork, setting a clear vision, and ensuring to create a environment where your

employees can thrive. Professional development is essential for organizational success and your

employees understanding that their work is valued. Relationship building with your employees

and your colleagues in the field is healthy for organizational growth.

Knowledge of Leadership and Management Theory:

I enjoyed all the required text for the class. First, Break All the Rules, was essentially my

favorite because of the concept of measuring employee’s morale based on the 12 questions. As a

future leader I will ensure that all of my employees can answer yes to the 12 questions. This

class has given me the tools to learn how to examine and assess my management and personal

work style. I will learn to lead by example and I have also learned that I will never be able to

please all employees and customers.

Final Thoughts

Leadership and management requires the application of special skills and techniques. I believe

even if there are certain inborn qualities that make one a good leader, these natural talents need

encouragement and development. I believe that self-confidence is developed, honesty and

integrity are a matter of personal choice. I really enjoyed this class and believe I have developed

great knowledge that will help me to succeed as an employee and as a manager. I would have

like to see more material on managing people with cultural differences and a manager’s

responsibility to helping to create diversity within ones organization. I believe it is also

important that manager market services to meet needs of all users if that being for example a new

migration of immigrants into a community. Overall, I enjoyed the class and understand why the

class is required.

Top Five Questions

1. As a library Administrator in academic setting how can you manage unmotivated

staff without micromanaging?

I have learned that in many instances, good people are hired and come to their

new jobs with sharpened skills. I believe that all great managers have the intent of hiring

true talent and individuals that will best fit the organization. Most employees come in

with open minds, only to later become an employee that underperforms and finds little

satisfaction from their work environment.

Often as each new employees come into the organization, over a period of time,

each is individually taught, by colleagues, the organization’s positive or negative cultural

standards that already exist. Few people like to rock the boat or stand out, so most adjust

to expectations that have existed for decades before their arrival.

In the situation with managing unmotivated staff I believe it is the manager time

to complete self and employee assessment. Self-assessment will allow a manager to

recognize if ones manger style is affecting low morale which could be creating

unmotivated staff environment. As a future leader I plan to keep my manual, First, Break

All the Rules as a guide and enduring my employees are able to answer the 12 questions.

I would create a professional development plan to help put employees in roles that best fit

ones personal work style.

Unfortunately not everyone’s a good fit with your company. Some people change, and

some people you shouldn’t have hired in the first place. Anyway some people should

move on and there are two relatively good ways to make that happen:

1. How does one in a new management role come to an organization and make

effective positive changes with staff that is against change?

After the completion of my interview project with Monika Rhue I learned within

the first few days of starting as a manager, set up a time to meet individually with

everyone on your team. She believes this is your chance to show that you understand the

role of a manager, which is to help people achieve their goals and be successful at their

jobs.

Mrs. Rhue mentioned setting up meetings, ask your employees about their short-

and long-term developmental aspirations. “Tell them you want to help them achieve

those goals. I believe that coming in as a team player and making your employees

understand that their input is valuable to your success as a leader. Don’t be afraid to ask

for help or explanations from those you are managing, shows you value their expertise as

well. Try not to make a lot of sweeping changes immediately. Find creative ways to

make your employees a part of the changes.

Finding a mentor can give you sound advice about situations that you as a new

leader may face. Seeking guidance from another experienced from a manager outside

your organization who is part of your personal network can be an asset to your success.

2. How do you motivate a team of employees to create “raving fans”?

I believe that I have done a great job in past positions trying to create raving fans. In my

current role has the lead for customer service committee that meets bi-weekly to increase

internal and external customer service I developed a “library bucks” program for staff

and work-study students. This program allows staff members to recognize each other for

job well done. At the end of each semester the staff members with highest library bucks

receives gifts like free yearly parking pass, a day off with pay, and various gift

certificates. This incentive causes employees to raise the level of customer service to

patrons which in turn creates raving fans for the library. I believe that I will continue to

improve with creating raving fans.

3. How do you as an employee deal with poor unprofessional management styles?

A successful manger gets the best possible work from the team and contributes as much as

possible to making their organization successful. Unfortunately many managers do not lead with

these positive goals in mind, rendering a boss centric universe beliefs. This however creates an

ego trap mindset that many managers fall into that the only way to make good work happen is to

place themselves in the center of everything. I believe that organizations should implement

emotional intelligence training in organizations.

I almost believe it is a norm to have experienced more poor management leaders than good. I

really enjoyed the article, Want Creative Workers? Loosen the Reins, Boss, because it mentions

giving employees the freedom to become effective employees, rather than micromanaging

thoughts, ideas, and daily work duties.

Dr. Chow mentioned in his lecture to be the best employee you can be when dealing with

difficult managers. I agree that doing your job effectively can eliminate your manager finding

ways to pick at your flaws.

5. How can one deal with moving from coworker/friend to boss without resentment

feelings?

If someone on your team had also applied for the manager job and resents that you got it,

have a conversation that acknowledges those feelings. Then make clear that you are dedicated to

helping this person succeed, so that the next time a management job becomes available he or she

will be the best candidate,

This may mean that your former coworkers may no longer include you in certain

conversations or no longer relate to you in the same way.

Part of the challenge is that the people who work for you are unlikely to fully understand

what your job is like. Like a parent or guardian you will be doing things on behalf of others that

they may never know about or fully understand

Work Cited

Blanchard, K., & Bowles, S. (1993). Raving Fans. New York: William Morrow and

Company, Inc.

Buckingham, M., & Coffman, C. (1999). First, Break All the Rules. New York: Simon &

Schuster.

Carlson, S. (2009). Is it a library? A Student Center? The Athenaeum Opens At Goucher College.

The Chronicle of Higher Education

Dewey, B. I. (2004). The Embedded Librarian: Strategic Campus Collaborations. Resource

Sharing & Information Networks, 17(1-2), 5-17. Retrieved from EBSCOhost.

Robinson, M. R., & Robinson, S. (1994). Strategic planning and program budgeting for

libraries. Library trends, 42(3), 420-427.

ROSALIND ANN MOORE 1113 Pine Circle Dr NW Concord, NC 28027 r_moore@uncg.edu (704)907-8899 April 28, 2012 The Human Resources Department Central Piedmont Community College 1201 Elizabeth Avenue Charlotte, NC 28204-2297 Dear Sir or Madam: Please accept this letter and accompanying resume as interest in your Information Literacy Librarian position that is advertised on your Human Resources website. I have a Bachelor of Science in Public Administration, with over eight years of professional experience and experience in higher education administration services. I have a range of experience training/managing 50 plus employees to small group of work-study students. I also pride myself with expertise in customer service training. I am currently employed as the Evening Library Supervisor for Johnson C. Smith University (JCSU). I am responsible for general management of Circulation Desk, managing over 25 plus Work-Study Students, and assisting students and faculty with detail research questions. I have a strong passion for working in academic setting and have experience working collaboratively with faculty and staff members. I believe that with my expertise in management, research, career counseling and understanding of an academic setting, I will be a great fit in your community college. As a Personnel/Human Resources Manager for BJS Wholesale Club, I provided full-life cycle human resource duties. As well, I was also responsible for managing all compensation, benefits, and payroll processes utilizing People Soft and Kronos computer systems. I definitely enjoy working as the Evening Library Supervisor at JCSU but feel the position as Information Literacy Librarian tailors more to my experience, degree and career goals. Given the opportunity to join the Central Piedmont Community College, I would bring a wealth of experience and focus on organization, quality of work, creative ideas, while consisting looking at the bottom line of providing expertise in customer service and research assistance. I look forward to meeting you to discuss my background and accomplishments with you. Thank you for your consideration. Sincerely,

Rosalind Ann Moore Attachments

Rosalind A. Moore

606 Lex Drive, Charlotte, NC 28262 (704) 907- 8899 ramoore@jcsu.edu

CAREER PROFILE

Dedicated Professional with over eight years of experience, combined with a Public Administration Degree (emphasis in Public and Non-profit Management), with experience managing a full spectrum of various programs, services, and functions in private and education sector.

Managed and operated the daily functions of a library department with strong command of various research methods, progress report writing, presentation skills, staff training expertise, and experience managing Federal Work-Study Personnel.

CORE/TECHNICAL COMPETENCIES

Higher Education, Corporate, and Training Management experience

Web 2.0 Resources: Facebook, Twitter, LinkedIn, Ning, Mediawiki, Wikispaces, LibraryThing, Flikr, Picasa, Blogger, and Wordpress

Applications: Adobe Captivate, Meebo, VRL Plus, Blackboard, Moodle, Google Apps, Serials Solutions, Outlook and Microsoft Office

Library Databases & Interfaces (selected): NCLive, EBSCO, Gale, Proquest, Oxford Reference, Ebrary, LexisNexis, Learn-a-Test, ProjectMUSE, ScienceDirect, and JournalFinder, and JSTOR

Federal Legal Issues & Compliance (ADA, EEO, FMLA, FLSA, OSHA)

Payroll Administration: People Soft/Kronos Software, and ADP ezLaborManager

PROFESSIONAL EXPERIENCE

Johnson C. Smith University Charlotte, North Carolina

Evening Library Supervisor(February 2009 – Present)

Responsible for overall management of circulation desk and 25 plus Work-Study students. Assume full responsibility of human resources duties for 25 plus Library Work-Study students: hiring,

processed payroll, schedule management, and employee conflict resolution. Built relationships with faculty, students, and community members, serving as their primary connection

to research information via interlibrary loan and lending services. Sole manager of JCSU Course Reserves and assisted with service marketing programs to faculty and

staff. Respond to numerous reference questions on a daily basis, referring students and Faculty to appropriate

resources and research techniques. Analyzed and maintained Circulation desk statistics and IT related data on a weekly and monthly basis. Created various measuring tools for research, customer service, and Technology related issues. Responsible for daily IT troubleshooting for laptops and library computers to ensure user satisfaction. Attendee at ALA-related conference to gather Circulation desk related information to improve

university services. Search and Screen committee member for hiring of Professional Library staff. Serve as committee member to improve IT-related issues for students and community users. Chair of Library Customer Service/Program development committee: Created customer service training

guides and responsible for leading student involved programs.

Charlotte Mecklenburg School District Charlotte, North Carolina

Substitute Teacher (Grades 6-12) (September 2007 – February 2009)

Assumed full responsibility of general education and long-term assignments and provided continuity and enhancements of the learning process.

Utilized hands-on approach towards teaching combining projects, reports, plays, and discussion into all core subject areas including gym, music, and library duties.

BJS Wholesale Club Charlotte, North Carolina

Personnel/Human Resource Manager (September 2006 – October 2007)

Maintained Club records of payroll time sheets and time cards, and ensured payroll was accurately completed on a timely basis every week for 65 plus employees in People Soft and Kronos System.

Actively recruited, assessed and hired all hourly employees, administered orientations and all personnel paperwork including new hire forms, administered salary reviews, corrective terminations, and promotions.

Counseled team members on employee relations matters. Advise General Manager and Home Office associates on employee morale and attitudes. Responsible for all compensation duties: employee evaluation, employee movement, and staff development.

Ensured that each employee received the full benefits of BJ's training and development programs. Outcomes: Increased employee retention by 25%. Managed and forecast for a $120,000 monthly payroll

budget/Increased 401K enrollment by 30% for the organization.

Walgreens Charlotte, North Carolina

Assistant Store Manager (June 2005 - September 2006)

Maintained efficient inventory: ordered reports and monitored weekly sales. Supervised over 15 employees and assisted with basic human resource duties: hiring, payroll, employee

evaluation, and dealing with conflict resolution.

MGM Grand Hotel & Casino Las Vegas, Nevada

Airport Satellite Manager (September 2002 – April 2005)

Managed transportation for high profile groups: Billboard Awards, VH1 Awards, National Boxing Fight Championships, VIP Guest, and assist with planning of large national conferences.

Managed over 50 plus staff members: (front desk, bell desk, airport greeters, transportation Staff, and all show tickets)

Completed schedules, payroll management, hotel room management for 5,000 plus rooms, and managed operating procedure reports.

Hotel Operations Supervisor (December 2001 – September 2002)

Supervised over 100 plus employees, making sure the front desk ran efficiently. Maintained adequate staffing levels at all areas of hotel: dealt with housekeeping, maintenance,

Room service and Casino Operations. Assisted with training of all newly hired employees.

VIP Guest Relations Representative (June 2001 – December 2001)

Responsible for Checking in VIP Guest and dealt with any guest issues or request. Set up show tickets and served as concierge for VIP Guest.

Department of Transportation/Division of Motor Vehicle District Office Milwaukee, Wisconsin

Human Resources/Intern (summer 1999 and 2000)

Responsible for providing support to district employees. Completed daily and weekly district payroll for brown county and timekeeping system data entry.

EDUCATION

University of North Carolina- Greensboro

Master of Library and Information Science May 2013

University of Wisconsin-Green Bay

Bachelor of Science in Public Administration

Emphasis in Public and Non-Profit Management December 2000