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This article’s purpose is to discuss what is necessary to being a good library supervisor.

The article defines the meaning of being a good supervisor and then expands on that definition, including what it takes to get there.

The article finds that being a good library supervisor requires much more than knowledge of the profession.

The person aspiring to being a good supervisor must know what is required and be willing to take the steps to get there.

Being a good supervisor involves managing the complex interrelationships between the supervisor, his or her supervisor, the supervisees, the clients and anyone else involved in the workplace environment.

The value of the article is in forming a picture of the complex nature of good supervision.

This article's purpose is to show how to develop and maintain a shared vision for library services among a library staff.

The article shows what a shared vision is, then how to develop it.

The article finds that a sense of ownership in the organization and relationships are keys in building a shared vision.

A shared vision guides the development and offering of effective library services.

The value of the article is in learning what goes in to vision building and how to do it.

This article's purpose is to encourage a vision in the profession of librarianship for succession planning.

The article springboards from the previous column, showing the natural expansion of the discussion on vision building to include succession planning.

The article finds that succession planning is a natural extension of good vision building.

This is a practical way to practice succession planning regardless of the size or resources of the institution.

The value of the article is in contributing a solution to the professional problem of how to provide for continuing leadership for our libraries.

The purpose of this article is to promote good communication practices.

The article defines the elements of the communication process, shows the most likely trouble spots in that process and discusses what good communication practice looks like practically.

The article’s findings are that the key to good communication practices is strong trusting relationships between the communicators.

Good communication practices affect productivity and therefore the bottom line.

Workplace relationships affect the quality of workplace communication and vice versa.

The value of the article is a reminder of how to deal effectively with one of the most common workplace challenges.

The purpose of this article is to discuss the part that gaining buy‐in plays in practicing the leadership performance standard of managing people effectively.

The approach is to show how people are stakeholders and how to appeal to that connection with the organization to gain buy‐in for projects and programs.

The findings are that the effective leader can secure buy‐in for projects and programs by appealing to the connection of organizational stakeholders.

The value is in learning how to advance organizational goals through projects and programs by securing cooperation from all of the people involved.

The purpose of this paper is to expound upon integrity, which is the first of the “leadership performance standards” introduced in the last installment of this column. It shows how integrity in the library staff is foundational to good cost‐effective library service and how it can and should be modeled and encouraged by the library administrator.

The article sets forth several assertions regarding integrity and then explains and supports them one at a time, concluding with a checklist for developing an atmosphere of integrity.

Integrity is the most highly sought after attribute in library directors and is foundational to all good cost‐effective library service. An atmosphere of integrity for the workplace can and should be fostered by the example of the library administrator.

Learning why integrity is necessary and how to foster it in library staff and in the atmosphere of the library is the first step toward ensuring that the library will be able to fulfill its mission in a cost‐effective manner.

The purpose of this paper is to discuss the management of physical resources (materials, equipment, and facilities) as a performance standard for leadership.

The approach of the paper is to list general principles for physical resource management and then discuss the understanding needed for the creative application of those principles.

The findings are that library leaders must understand how to collaborate, negotiate and formulate policies in order to manage physical resources well for the sake of the bottom line as well as the quality of the user and staff experience.

The value is in learning how to use interpersonal interaction to effectively manage physical resources in a way that advances overall organizational goals.

The purpose of this article is to discuss the importance of managing the library's and the director's images.

The approach is to introduce the idea of image as a resource and then discuss how it should be properly managed.

The findings are that the library's image is closely related to that of its director and an image of great service is a key to the library's general health.

The value of this article is in learning how to cultivate the proper image as a director and for the library in order to reap the benefits of better funding and other types of support.

The purpose of this paper is to offer a model for staffing library functions that is free from the limits of rigid job descriptions.

The paper introduces the concept of fluid job descriptions and then explains how to use the concept to balance workloads and solve other problems.

Using this concept allows the best possible use of available talent and skills.

Library directors can make their staff assets go further by avoiding the limitations that rigid job descriptions impose.

This model has the potential for increasing job satisfaction of library staffs as well as the efficiency with which they work together in serving their constituencies.

The value of the article is in improving library efficiency, along with employee job satisfaction, by introducing more flexibility into staff workload assignments.

This article's purpose is to show how to go about developing a scheme for organizing a policy/procedure manual that will also make a good electronic and paper filing system.

The article describes the problem of organizing large bodies of information, argues for a hierarchical format, and then shows how to formulate that kind of organizational scheme.

The finding is that hierarchical schemes are useful for organizing policy and procedure manuals as well as for filing systems.

Having policies and procedures well organized saves time each time they are subsequently used.

Efficiency and good public relations demand that libraries have well‐organized policy and procedure manuals.

The value of the article is in offering the theoretical organizational framework for the manual.