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According to the authors of Execution: The Discipline of Getting Things Done (2002), there are three building blocks to execution. The first is “the leader’s seven essential behaviors;” the second is “creating the framework for cultural change;” and the third is “having the right people in the right place.”

Of course, you can’t have the last one without the first two, but I think the last is the most important “building block” of execution.

The reason for this is that all these building blocks (would) exist between or within individuals. If the individuals are not open to these ideas or share a common energy, the aforementioned blocks are doomed to never be stacked. Bossidy and Charan (2002) explain, “over time, choosing the right people is what creates that elusive competitive advantage” (p. 110).

Part of the reason many public and academic libraries seem so behind on the user experience seems to be the fact that they do not have that competitive advantage of having the right people. Could this be because the leadership is not as passionate about the success of the library as, say, a businessman might be about a profit-yielding company? I think that might have something to do with it.

If libraries are to compete with for-profit companies like bookstores and search engines, how are they to have any hope of proving their relevance while they seem to keep having the wrong people in the wrong places (or the right people in undefined places)?

It’s hard to find the right people for the libraries that need to justify their value because those “right people” are more likely to work at for-profits than at unproven libraries. Perhaps the institution of the library needs to look into advertising (read glamorizing) for the right people (read competitive employees).

Bossidy and Charan (2002) explain that coaching is “the difference between giving orders and teaching people how to get things done” (p. 74). Effective leaders must coach, not scold or threaten. Leaders must show their subordinates what they have done wrong in order to foster a learning environment in which people can improve and grow.

Leaders must have “emotional fortitude” (p. 78). This consists of:

1. authenticity by being true and honest, one’s inner personality matches one’s outer presence
2. self-awareness enables one to keep growing; imperfections are not ignored, reality is in the forefront
3. self-mastery through taking responsibility for one’s mistakes, adapting to change, being open to new ideas
4. humility by maintaining control of one’s ego, understanding and admitting to one’s own weaknesses (pp. 81-83)

The authors continue, “the ultimate learning comes from paying attention to experience” (p. 83). By taking the time to reflect on what has happened and accept coaching from superiors, people are more likely to learn and change. Rather than fearing scrutiny, employees can feel secure in knowing that their superiors will help them along if they give their best. The work environment becomes a learning environment.

Why is there all this focus on management? “The behavior of a business’s leader is, ultimately, the behavior of the organization” (p. 84). If the leader is failing, it is more likely than not that the organization will fail, too. If an organization wishes to change and improve, the first place to look is at the leadership.