Making tough choices in difficult times is a resoundingly good title reflecting the current state of affairs in libraries, not only in the academic, but in all sectors. Government cuts are putting pressure on staff and resources in libraries everywhere and librarians must approach their role with a challenge in the forefront of their minds: how to make the best of what they have and maximize on what they are given.
Middle and senior managers are likely to be those most immediately requiring this particular title although Stern, in his introduction, suggests that staff members or new administrators may also be among the readership. I concur with Stern's opinion that those under supervision, undertaking a supervisory role and experienced managers are the most likely readership. It is these library staff who will be tasked with the responsibility for making changes and associated necessary cuts whilst ensuring the smooth running of their service and the continued support of their staff.
So how do librarians and other managers of library and information centres make these tough choices in difficult times? As an excellent starting point they can make use of the extensive case studies provided to illustrate Stern's recommendations. These case studies are a reflection of the practical nature of this title, which acts as a guide and practical manual for those operating in difficult financial situations. Each chapter focuses on a specific management technique and the text builds from one chapter to the next to provide holistic overview of the management process.
Beginning with “Considered and effective leadership” with its focus on opportunity and the introduction of the “four Ds: Do, Delegate, Delay, Drop”, this chapter sets out the most basic approach to management: where it is necessary to make a difficult decision and how to go about addressing it. It considers the process of analysis, then the utilization of statistical reports, highlighting best practice, before finally looking at the key skills required by managers. The chapters are filled with helpful and practical advice in bite-size chunks sprinkled liberally with case study material.
Stern does not attempt to provide his readers with specific answers; rather he guides them thoughtfully through the process of managing their services and staff in the most effective and suitable way possible. Much of this involves strong communication and correct communication. By this I mean that Stern suggests ways in which managers should approach their staff and the typical conversations that should be had, along with examples of those that do take place which lead to misunderstanding. Managers need to be clear, honest and open with their staff and themselves about the best way they can all serve their users and their organizations.
Libraries and other information services in the academic and wider sector are replete with tools for management. Statistics ranging from the number of users to books borrowed can be analyzed and used to look at the service provision; materials offered from print to electronic resources can be assessed for their usefulness; best practice can be observed. There are many opportunities for libraries to better their practices whether this is forced upon them by difficult financial times or a need to reassess their direction. Difficult financial circumstances can actually help library managers and staff to reassess the work that they do and ensure that they are serving their clients as effectively as possible.
Stern's approach is one of short, sharp injections of ideas, thoughts and best practice. His keeps his paragraphs short with clear and concise headings allowing readers to dip into the book as and when relevant secure in the knowledge that the information they need is easily accessible and digestible. Anyone taking on the challenge of heading a library service or taking more responsibility for managing a service in the light of current financial restraints would be advised to add this book to their list of required reading and to their bookshelf for easy reference. The illustrative case studies provide some useful insights into the way in which other services have tackled similar problems, the four D's are a helpful tool, an appendix of “Start-up scenarios” could be used for staff training purposes and the “Suggested readings”, if one has time, are relevant and accessible titles.
