LEADERSHIP PRACTICES - OR HOW MINTZBERG DOESN'T MINCE WORDS ABOUT THE OLDER DYSFUNCTIONAL VIEW OF THE MANAGER'S JOB

Thank you for this article.  Now into my 3^rd year as a CEO from being a lowly cog for 23 years, I was hoping that it was I going insane and that what I was witnessing and experiencing all about me was my own distorted perception and I could in clear conscience check into the closest sanatorium.  Hold the long armed evening wear, I am not going crazy.

Making intelligent decisions: I am victim of one fact issue Mintzberg brings up.  When the former CEO left, she had shared so little with her staff, including some things which should have been their responsibilities that I’ve often cracked (when exasperated because of the lack of info available) I didn’t care a whit what happened to her so longs as I could have her brain in a jar on my desk.

Data gathering was critical to try and get a handle on what was a fairly volatile situation.  Staff was so keen to see me safely installed that I was able to be casual, engaging them in conversation, asking about their work, observing what was getting done and what was not.  The frustration in many was palpable.  

Communications with the City were sour due to the latter’s dealings with affairs concerning the Library involving contracts with the local Y and a school board as well as the fact that the Library was not effective in establishing a presence in the community other than as a book depository.  Comments from board members and clients, the manner that City workers and counsellors addressed me, the attitude from the local school, and the tone of recent correspondence prior to and upon my arrival: I was overwhelmed with information and little of it was reassuring.

Administrative files and information were a shamble.  I could appreciate the ceremonial part from what I read yet none of this had translated into any great perception of the Library as a value to the community.

Immediately, challenges needed to be met.  Fortunately, I am fairly outgoing.  Recognizing a valued source in my own community, I unhesitatingly asked for help and she was extremely generous.  Her information opened many doors, to other local well established Library CEOs, to SOLS sources, to government contacts, all of whom were receptive and helpful.

Then staff started to challenge.  One person left for a greater opportunity, two due to family obligations and another just had had enough with the last couple of years.  Knowing what was lacking, I was able to prepare a better work model and have staff and the Board buy into by demonstrating how it would enhance public service, distribute the work more equitably as well as promote job ownership.

And Mintzberg writes how the ten roles form a gestalt.  There was I in my 1^st year, gathering to make intelligent decisions, inspiring and holding the vision and embracing strategic and purposeful change.  As for mistakes, oh, I made my share. Admittedly, in some I was too befuddled and upset to appreciate the learning opportunity.  Often, though, and especially with staff who are looking at me for the nod to go ahead with a project, I’ve taken the stand to forge onward when the ground work has been done and it “feels right” but is in no way a guaranteed outcome.  Let’s try it and, if it doesn’t work out, well, we now have better information in order to develop.  We’ve had programs that haven’t worked: great. What could we have done differently to improve or is this the kind of thing the community needs?

These roles are developing in me by default and very much through overwork to try and reign in what was, at a time, careening out of control.  The wheels on the bus are still a bit wonky but at least we’re going somewhere.  I  am taking delight in that by embracing the roles described by Mintzberg – again, though I didn’t know it before now and ascribed it to going insane because clearly it had to be me and not possibly “the place” – I am seeing my staff stabilize, develop, become a great resource of information for me.  Also, community members are stepping forward as well wanting to be involved in the Library’s growth.  Even the City is beginning to think of us less as their fiefdom and more as community asset, i.e., not a “department” to control.

When I wanted to sign up for the course, I was desperate and damned scared.  I must have sounded quite frantic when I was told that I had to wait, actually wait, for the next cycle and then maybe I might be able to get in and it was a whole year away. During that time, I’ve met people so assured of their role as CEO, I kept thinking: “what the hell am I doing in this job?” Even when I started the course, thoughts were not pretty.

Mintzberg is oil on these waters.  A bit Oz like, where having gone through a great ordeal, the individual finds that he has had these qualities all along but just has not had the wisdom to identify them and appreciate them. Or to quote the Scarecrow when he does learn he has a brain: “Oh, joy! Oh, rapture!”