I’ve been pondering what I would say to an audience about library middle management (which I refer to as branch management) and the remarkable thing is that there is not much talk out there about some general guidelines to measure success. Sure, text books will explain what management is all about in great detail. Of course, great industry conference presentations will show how management guided or supported the creation of a specific program or service that is doing wonderful things. No doubt, statistics can be rolled out to create a narrative about key numbers such as gate counts, program attendance, and item (books, DVDs, etc.) check outs.

That being said, the success metrics I use are more of a “feel it in your bones” instinctive pulse checking for the middle manager. These metrics force the middle manager to give themselves either a pass or fail grade. Are you doing well or not in certain areas? About once a week it is good to reflect on the following:

Metric #1 Infrastructure

Infrastructure is the hardware keeps the library physically existing. I’m referring to the facility (building) itself, the collection of materials, and the technical equipment. For technical equipment we should also include by extension the technological software.

The key question on infrastructure is simply, does all of it work as intended?

If not, is the middle manager taking the proper action to ensure that it all does work? Is the building being maintained enough that is a welcoming space? Is the collection being reasonably well used by customers? Does the technology allow staff and customers to do what they want or expect to do?

Metric # 2 Community

This is the customer base of the library without which the library would have no serviceable purpose.

The key question on community is simply, does enough of the community positively identify with the library that it would support the library in a crisis situation in such a way that the library would emerge victorious?

If a middle manager cannot answer this question, it is time for them to truly engage with their community.

Middle managers should not only be reading up about their communities, but they need to put in the face to face time with the customer community both inside the library building and outside of it. Only by knowing the community can you assess the community’s perception of the library and what the community values about the library. That information is critical also for how the library organizes its daily operations.

Metric # 3 Staff

The Staff form the important inter-face system which brings the customer community and the library’s infrastructure together. Staff assist customers and connect them to the appropriate resources. Staff offer programs and events for the community.

For me the key question on staff is, can the staff successfully carry out operations when the middle manager is absent?

The middle manager should, at the very least, offer enough support and guidance so that the staff feel empowered to create the appropriate operational rhythm that best serves customers.

These top three metrics are the core metrics for everyday success in my book.

A fourth metric for success, more geared toward upper management, but something the middle manager ought to keep in mind is:

Metric #4: Identifying Trends (that you need to adopt since they will make a lasting impact)

Trends can be technological or cultural/societal.

The key question for this metric is, before spending too much energy/resources to implement a trend into library operations, can a manager identify which trends will have a long- lasting impact and which ones will only have their proverbial 15 minutes of fame?