In this chapter we examine the process of moving from being a student to being an employee upon completion of a qualification program in librarianship or information science. We will also answer some general question about career development.

There are a number of issues to consider and action to be taken to develop the knowledge, skills, and work experience that is needed to have a rewarding and enjoyable career. Career planning has never been so important as it is today.

Everyone starts a career with high hopes, expectations, and aspirations for the future. We may have been lead to believe that hard work will lead to advancement. There are, however, four factors that will influence our personal future: economic, political, social, and technological change-though the strength of each will change over time. How the factors will be manifested cannot be accurately foreseen. So guestimates have to be made.

The state of the labor market is in continual change. In the 1970s a number of attempts were made to measure the size of the work force, the number of posts available, and the employers’ forecasts of expansion, together with the numbers entering information and library schools. Such forecasting was common in a number of professions. But after a few years, experience indicated that there were major forces that affected the guesstimates. Now the individual is best placed to monitor change and the influence that it may have on their future plans.

Economic change can produce a very good effect when economic conditions are good, for it can result in an increase in government expenditure and favorable conditions for publicly funded library services. The job market is buoyant in both the public and private sectors as the economy expands. But a downturn in economic conditions may result in a very different situation with a tightening of the labor market-fewer posts advertised and salaries that are depressed.

Political change may mean that governments choose to focus on libraries as a policy initiative; for example, both the U.S. and U.K. governments consider the public library to be a natural place where the community at large can access the Internet. The raising of literacy and educational standards, in general, increases demand on public and school libraries; and the pressure for enrolments to increase in publicly funded colleges and universities creates further demands upon academic libraries. Political change can also result in libraries not being viewed so favorably; for example, school library services experienced cutbacks in a number of countries in the early 1990s.

Social change may alter the demand on public library services; for example, issues of cultural diversity, social exclusion, and the graying of the population come to mind. The community at large has an increasing need for information in their daily life, and the public library is an important place for them to turn to. Parents wanting to encourage their children to read and learn see the public library as being the place where there is a range of learning materials.

The impact of information and communications technologies on information handling has resulted in an expansion in the range of specialist fields of practice, such as information management and knowledge management. As awareness grows about the problems of finding accurate, up-to-date information in a range of places, so the growth of the Internet and Intranets will increase the demands for the skills of the library and information professional.

Another aspect of change results from the introduction of new approaches to management in general. One example is the way in which organizations have implemented more flat organizational structures. Within larger organizations, staff find that, instead of climbing steadily up a ladder that has a series of steps, promotion means a larger jump between fewer levels. One outcome is that it may be harder to get a promotion in the library you are working in; thus opportunities have to be sought in another library. At the same time, the numbers of some specialty posts may decrease, for example, if outsourcing is introduced in the field of acquisitions or cataloging. Career development takes place against a moving picture. Change influences career development and new or increased opportunities emerge.

The career-oriented professional monitors change through reading professional journals, attending conferences, visiting Websites, keeping in touch with changes in the world at large, the information field in general, and their specialist field in particular.

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The majority of students completing an initial professional program will have had some experience of working in a library or information service before entering the course. One reason being that they would want to find out what libraries are like before making a large commitment to the field. Further, experience is generally gained through working part-time or through a fieldwork program that may be part of their course requirements. This provides not only an opportunity to gain additional experience in general, but also a "taste" of another specialty area. Whatever the situation, it has two benefits. First, it provides a foundation from which to start making the links between theory and practice. Second, it is an ideal time to use eyes and ears and observe effective management practices, less effective practices, and those that are poor. Learning about good practices that can be adopted on becoming a manager is welcome, as is the experience that comes from working with a supervisor or manager whose skills may need some development. Though not all managers will work by the textbook, having a boss who is an idiosyncratic manager can be challenging and rewarding. One very good boss taught the author, when working as a junior library assistant in a small U.K. public library, the value of having good working relationships based on respect and knowledge. The chief librarian of that public library was an informed and enthusiastic bibliophile. On Tuesday mornings, the junior staff met with him in his office for discussions about books. New titles and new editions would be reviewed. The juniors had their education extended in a subtle way. They were also well briefed to handle inquiries at the counter from a community that included writers and academics who had high expectations of the level of service that their public library could provide. His approach to staff development was excellent and has served as an example of good practice. (Incidentally, while the juniors were discussing books, the senior staff carried out the junior’s tasks-and examined the quality of their work at first hand).

The choice of first post may well be determined by the state of the job market and geographic or other constraints. This post could be a compromise, but it might well be the sought-after opportunity. The vacancy may be identified through an employer making a recruiting visit to the library school; a placement fair at a professional; an advertisement in a newspaper, professional journal, or on a Website; or through a specialist employment agency. In countries such as the U.K., and in the larger cities of Australia, there is a growing number of such agencies that take great care to provide career advice, match the candidate with a suitable post, and follow-up to ensure that the employer and person placed are both satisfied with the outcomes. The agencies are well informed about the state of the job market in general, the specialist fields, and vacancies in different parts of the country.

Whichever method is used, a resume or curriculum vitae (CV) will be required, which will develop as the years in the job grows.

The first step of selling yourself starts with the development of a curriculum vitae (CV) or resume. The key factor to remember when preparing the resume or CV is that it can perform two roles. First and foremost, it acts as a record for you of your milestones and achievements. It is all too easy to forget dates, and even events, that were important in your career as the years progress. By keeping a record of events, you will be able to easily construct the document that is specifically tailored to each job application. Secondly, it is adapted for each job application, selecting the information that is appropriate and relevant to the post in question.

The document that acts as the record should be started as soon as possible. It gives the general background details that could be of interest to a prospective employer:

• Name, address, phone number, fax number, and e-mail address.
• Date, place of birth, nationality-if you are happy to provide this information.
• Education: high school, university-with marks, distinctions, and awards.
• Professional courses: university, title of program, any specialist papers taken, awards, and scholarships.
• Participation in continuing professional development courses.
• Other skills (keyboard, languages, etc.).
• Work experience to date (including any that preceded entry to the professional course).
• Membership of relevant organizations, particularly professional bodies.
• Attendance of professional conferences.
• A brief note of interests and hobbies-to provide a talking point at interviews.

As a career develops, then the record will include papers presented at conferences and other publications, professional awards, and, of course, posts held with achievements in these jobs. Good advice on what to include can generally be obtained from mentors who, in turn, will be better prepared to write references on your behalf.

In a competitive job market you could turn to a professional resume writer. They are in touch with employers and know what the current approaches are and have skills in the design and layout of compelling documents. You can be sure that the finished product will not contain errors that a spellchecker has missed. There are numerous books on the subject of job hunting that give advice on writing resumes, for example seek out the latest edition of What Color is Your Parachute (Bolles, 1998).

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In making a selection of information to put into a resume that will form part of a job application, consider what is relevant to the post for which you are applying, what you want them to know, and the talents you can bring to the organization. This advice is generally to produce no more than two pages of information. If it is more, the prospective employer probably won’t read it thoroughly. Though the question of the resume not being read will not arise in countries where an unsuccessful applicant can challenge the employer using legal redress if they feel aggrieved, you need to take great care in selecting information to be included and choosing the presentation design of this vital document.

For some posts, a form will need to be completed. If they are available in electronic form, they present few problems beyond a careful reading. Paper-based forms present a greater problem since it is not always easy to find a typewriter, and fitting information on forms may not be easy.

A cover letter will be required. If the job specification indicates that specific knowledge or skills are required, or if there is a set of criteria for the appointment, then the applicant’s attainments in respect of each should be clearly, but concisely, set down using bulleted points. Some employers ask for the cover letter to be handwritten, which can present problems for those who spend much of their time at a keyboard. If handwriting does present a problem, some experiments with different types of pens may increase legibility. For both the cover letter and the resume, the final product should be carefully proofread and set out on good quality paper. Taking care with the content and presentation can make the difference between only making an application and securing an interview. Again, you are selling yourself-and it is likely to be a buyer’s market.

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Which factors are going to influence your decisions concerning the nature of the next post that you will apply for?

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With any luck, the prospective employer will have been impressed with the application and will offer an interview. Chapter 14 provides some guidance about the interview process from the employer’s perspective. Being interviewed is nerve-racking, whatever stage of career has been reached, but preparation can reduce part of the stress factor, as well as being confident that you are well prepared and look suitable for the post.

The offer of an interview is the start of the second stage of selling yourself. No one is likely to apply for a post without doing some homework about the prospective employer before sending off an application, but now is the time to dig deeper and, as an information professional, use your professional skills to build up a profile of the organization using statistics, directory information, Websites, annual reports, and information in professional journals. Collected together and arranged in a systematic fashion, this information forms a briefing document. If the information or library service is within traveling distance and open to the public, then an unobtrusive visit will add to the information gathered. What can you learn about the library or information service? Is information freely available (i.e., does it market itself)? How long has it been established? What is its mission? What is the image it presents? Is the image appropriate for library? Is there evidence of a good rapport between the staff and customers? Ask some questions as a customer. Is the staff helpful-from the porter to the professional? Is it housed in reasonable premises-and what is the dress code? Answers to the earlier questions in this list will add to the growing briefing document: the questions that come later in the list will help you to decide how you will present yourself at interview. Even if you cannot visit the service in person, you should have a file of information to prepare yourself for the vital interview.

Part of your preparation should focus on how you can best sell yourself to the prospective employer. Draw up a list of questions that you may be asked, and have something interesting to say if the interview starts with "tell me something about yourself?" Decide what is appropriate to say. Do your homework about questions that an employer shouldn’t ask, and have ways to deflect them politely. Know the salary level you are seeking-and your bottom line. It can be helpful to do a practice interview with someone who knows you well so that they can offer constructive criticism for your to adjust your presentation accordingly.

If in doubt about the dress code, be conservative. If you have to travel a distance, allow sufficient time for everything to go wrong with your journey! Sometimes the interview process will last for a day, or even two, and involve a series of tests and interviews with different members of staff from the organization. So arrive prepared to stay for a while.

Arrive in good time and locate the place where you have to report for the interview and then take a short walk around to get some fresh air. In some situations you may meet up with other candidates. Talking with other candidates in a friendly way can be the start of some good friendships that are renewed as the career progresses and you find yourself on the same short-lists. Before the interview process starts, take a deep breath and then walk into the room. Someone will indicate where you are to sit and, if the courtesies of introductions include the shaking of hands, take time to put any papers or a bag down before shaking hands.

The chair of the interview committee will start the questioning, so smile and take another deep breath. As the questions are posed, remember the information that you have gathered-and the strengths and attributes that you could bring to the post. Make sure that you have answers to the questions that you want to ask. An interview is a two-way process and both sides of the table need to have reassurance that they are suited to each other. In larger organizations, the human resource management (HRM) staff will generally be available to provide further information. If a tour of the information and library service is offered, then this will be helpful to learn more about the organization, even if you have already made your own tour.

Job offers are sometimes made at the interview, and while this is an enormous boost to morale, the sensible decision is respond that you are interested, but would like to take some time to consider the offer. Increasingly, employers realize that difficult decisions may need to be made if there is the question, for example, of relocation-especially when relocation involves a partner or family. A job offer should also not be accepted until the terms and conditions have been made in writing and are acceptable.

Moving into a new post is not easy. We are enthusiastic, making a fresh start, and want to demonstrate our skills and knowledge-all of these feelings are important as motivators. But they can produce problems for the supervisor. Yes, everyone wants to have as part of their team a person who is keen, has talent, and committed. But sometimes new recruits can go over-the-top in attempting to prove themselves and believe that they can bring their talents to updating local practices. It is best to remember that there are usually good reasons why the procedures are set the way they are, so look and listen and wait awhile before offering your advice as a newcomer. It may be that there are newer and better ways to carry out a task-the new graduate should be at the cutting edge of developments-but understand the reasons why things are being done in a certain way, before proposing a change.

Leaving study behind should also provide time to read more widely, particularly about the specialty field in which you are working. Getting involved in professional matters, such as joining a professional association, is an effective and enjoyable way to develop ideas. (The authors of this text have all been deeply involved in professional activities at the national and international levels, and the collaboration for this book emerged from a professional conference in Vienna.) Becoming involved professionally provides the start of networking that can pay many dividends throughout a career. It cannot be predicted which of your peers at college will later become influential people.

Networking is very important within the library and its parent organization. Any large library operates like a series of tribes. Each department has its own technical jargon and local shorthand, ways of organizing itself, and socializing. Moving across these boundaries opens up new insights into the library and adds to a deeper understanding of the organizational culture. Then, extending this concept more widely, there is the parent organizational culture that influences the library itself. Getting involved in staff associations within the library and committees within the wider organization develops the awareness of who, and what, makes the organization tick.

Mentors and role models are helpful in the process of career development. They are likely to be someone for whom one has respect, and from whom advice is acceptable. A mentor can be an asset at any stage in a career, providing advice and comment on decisions that need to be made. They may be of the same sex, or of the opposite sex: the key factor is that they need to be able to understand the person they are mentoring and their goals. A mentor can offer realistic advice and provide a second opinion on a proposed course of action, but they cannot make decisions on behalf of the person mentored. They are not a crutch, but an informed sounding board. Their role is of adviser, counselor, friend, and supporter-and they need to be able to affirm decisions or provide alternative scenarios when requested to do so. In turn, the person being mentored needs to develop their listening skills, to be able to learn from the experience of others, and evaluate the advice that is offered.

While a mentor can be of great benefit in career development, a role model can be helpful but does not necessarily make a good mentor. A role model can demonstrate what can be achieved and, by observing their actions and style, appropriate strategies and tactics may become apparent to the less-experienced professional.

Mentors need to be selected carefully. They should have demonstrated a rapport and interest in you as a new professional. They could be a member of the faculty in the ILS school attended or a more experienced colleague within the library. In making a choice, the authors feel that it is important that you have respect for the would-be mentor, a good rapport, and that both parties have a level of trust that enables advice to be offered and received in the spirit in which it is offered. The mentor may be asked to provide references and comment on strengths-and perhaps weaknesses. They should be able to offer advice about a post that might be considered and should have a view about its suitability. From the mentor’s networks may come advance notice of a post yet to be advertised.

Some professional associations have established committees that match people willing to mentor with those seeking a mentor.

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The majority of organizations operate an appraisal system for their staff that provides useful feedback to the person who has been appraised. If it is a developmental process, rather than being an annual salary review, it will provide an objective view of the strengths and weaknesses demonstrated by performance in the post held. The appraisal process generally has formal guidelines and a list of questions that will be posed. The person being appraised should study the documentation carefully and prepare for the interview. This is perhaps a statement of the obvious, but in a busy working situation it is not always easy to take time away to think about one’s self. This is particularly important so that training needs can be discussed and for obtaining accurate formal and informal feedback. Appraisal systems play a key role in career development for a third party that may have observed talents you did not know you possessed.

Making a self-assessment is not easy, and a mentor should be able to provide input. The points to be considered include:

• level of qualifications held
• short courses attended
• any study in progress
• involvement in professional activities and committee work within the organization
• work experience to date
• preferred career direction
• preferred sector and specialization
• the areas you would not consider at this stage
• personal strengths-what you do well
• personal weaknesses-what you do not do well
• Level of commitment to working in the field-is librarianship a long-term career goal or a shorter-term goal?
• Are there other factors that are important? Are there other activities outside work that are important to you which limit professional growth?

The last two factors are particularly important. Long-term intention to stay in the field may not be part of your career development-information skills are transferable skills. Taking into account personal circumstances will result in making better decisions. Carrying out a regular self-assessment assists career development at any point in a working life. A preferred move may require the acquisition of new skills or the honing of some that have been dormant.

Education and training needs change over time and will probably consist of a first qualification in the information and library field followed by a mix of courses in professional knowledge and skills, particularly in the technological aspects of professional practice. Some may take the option of taking a second- level master’s degree in information or library studies, or move to doctoral study to pursue research in a professional subject.

An increasing number of information and library schools now offer higher qualifications that link professional practice with management studies. A number of these programs are available in the distance-learning mode and, as a result, it is noticeable that prospective students are "shopping" around the world to identify the program that best meets their needs at the "right price." The student is now a skilled consumer and the benefits of studying with a group of students from other countries include exposure to a wide range of practices and approaches to the delivery of information services, an expansion of a network, and perhaps it can provide the impetus for travel. In addition to the "mixed" programs, studying for an MBA is an option for some who wish to extend their management knowledge and skills. Working in a research library may present another option of extending subject knowledge by studying for a higher degree at the doctoral level.

There is a wide range of options for continuing professional development, and the U.K. Library Association provides a personal file for members in which they can record their progress. The resulting profile takes a systematic approach to self-assessment and yields a record of personal and professional achievements at every stage of a career. It has been adopted by a number of other national library associations.

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The previous generation’s view of a "career" might have been of a steady progression from the bottom to the top, perhaps within one large organization. Today’s careers are more flexible, but the factors that contribute to the achievement of progress include having the appropriate qualifications, experience, attitude, and aptitude. Setting a career goal helps to sharpen the awareness of specific needs and how they may be met.

Perhaps the point to make again is that not everyone graduating from a library and information school intends to stay in a mainstream library post. For those graduates, Sellen has created What Else You Can Do With a Library Degree: Career Options for the 90s and Beyond (1997). Former librarians have become restaurant owners, asset managers, legal executives, publishers, writers, information entrepreneurs, astrologists, songwriters, and yoga teachers-just in the experience of the authors. It is not a "waste" of a qualification to move in another career direction. Information skills are transferable skills and, combined with another outside interest, can be employed in a change of career direction. Managers within the profession who have developed their management skills often move into the broader field of management, becoming pro vice-chancellors or heads of department in local government.

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One of the frustrations that many professionals face, in any field, is that the higher the professionals move up the ladder, the greater the percentage of time spent on managing-and less time is devoted to using their professional knowledge and skills. The question of this balance needs to be considered at every point when a change of post is considered.

Moving within the profession will extend experience and skills, but this may not always be an upward move. A horizontal shift can also bring benefits in being able to extend skills, and sometimes a downward shift may be considered when wanting to move to a new field of specialization or sector. The nature of the move is the choice of the individual, who then needs to demonstrate to the prospective employer the talents they would bring to the post and the motivation for the shift.

A final point is that the goals will change over time as a person develops. Changes take place in one’s personal life and the profession, but having goals helps to make better decisions when scanning advertisements. Making job applications takes time on the part of the individual-quite a considerable amount of time. It also involves an investment on the part of an employer. Make sure the application is serious before investing your time.

To "test the water" before taking your career in a new direction, examine the range of flexible working practices available in many organizations. Since libraries operate a service over extended hours, flexibility is often easier to organize than in many other organizations.

Part-time posts may be available. Job-shares can be organized with the benefit to the employer of having two people covering one post who have a degree of autonomy within which they can arrange their responsibilities. A job-share is one way of using acquired professional expertise while moving into a new field. Flexible hours and annualized hours can be arranged in larger services. These arrangements can bring benefits to the employer by retaining the services of a valued staff member for some hours, rather than loosing them altogether.

The growth of the Internet has assisted another flexible way of working, which is to telework or telecommute. Working from home on a freelance basis can be effective for some fields of professional practice. It has been common for indexers and abstractors to work in this way for many years, and the practice now extends to information brokers, consultants, editors, etc. The range of work is expanding as libraries outsource more of their services. Working in this way requires good organization and communication skills, and close attention to customer care: the client. Professional associations are generally able to offer advice on the professional indemnity insurance that is needed when working independently in the information field.

Another option is to take a temporary or contract post. Changes in the labor market have resulted in a greater number of people being employed on limited term contracts. Contract working provides an opportunity to experience work with a range of employers, or in a variety of specialty posts. There are an increasing number of employment agencies that can help an individual manage a career based on contract posts, particularly in the private sector. A number of writers in the management field have suggested that all professionals will develop portfolio careers in the future that involve greater flexibility and more switching between jobs. But there is one precaution to take if stepping back from a permanent or full-time post, and that is to consider the vital pension plan, and health and other insurances. This may not seem important in your 20s or 30s, but it can have an impact later in life. Take advice from a financial counselor.

Career breaks bring benefits for both the employee and the employer. In some occupations and countries the need for a break is recognized in the conditions of employment. Academics can be granted study leave. In Australia there is a tradition of long service leave for all employees that can offer around 13 weeks leave every 10 or 12 years on full pay. For the employer, benefits from career breaks can be gained. The person who has a break comes back refreshed and reinvigorated. There can be another benefit for the library’s staff development program as another employee can be offered the opportunity to demonstrate their skills in a different post. This will assist the employer in making decisions concerning their suitability for promotion. For the person wanting a break, there is a range of possibilities. Developmental internships or fellowships are available for those designated as high flyers such as those organized by the Association of Research Libraries. In some universities, library staff may be eligible for a sabbatical to pursue their personal research in order to maintain subject knowledge. Traveling overseas may be preferred-at any stage in a career. Scholarships for short periods of time are offered by a number of organizations. Exchanges with professionals in other parts of the world can be set up with facilitators such as the exchange register based at the University of Wales Aberystwyth, which lists those seeking an exchange in all types of libraries and in a number of countries around the world. Most are for three or six months and often involve a swap of job, house, and car. Voluntary service overseas was, at one time, the province of the new graduate. As more people take early retirement, or a career break, their skills and experience can be of value in other countries.

Breaks for family responsibilities, such as maternity or paternity leave, are becoming part of established employment policies and practices. This can help parents to enjoy, and more fully participate, in the early stages of their child’s life. The length of time available, paid or unpaid, varies from one country to another.

At the interview, which is likely to precede a decision about the granting of leave, questions concerning the effect upon salary, conditions of service, and other employment benefits must be discussed and a written agreement signed by both parties.

The market for jobs necessarily affects the employment of staff at all levels in any organization. Library and information services are not exempt from these influences and we have discussed this at the start of this chapter. Clearly, the factor that has the greatest impact is the economic cycle; but it is a cycle, and circumstances change over time. This is a statement of the obvious, but it is important to remember when feeling frustrated about the state of the job market. Though-and there is no hard evidence to support this assertion-it seems that when parts of the job market are flat, other new fields of specialization are emerging. Demographic change influences the market. As the "baby boomers" moved into and through the job market there was keen competition for posts. But the birth rate has fallen in many countries, which may lead to a shortage of staff at the start of the twenty-first century, particularly as the importance of information skills grows in the information society and more libraries have the investment to provide services based on ICT. Encouragement is also being given to older workers to take early retirement. Perhaps the most important general point to make is that the labor market is never static. The authors feel that the job market will expand and the number of vacancies increase, in both the developed and developing world.

The general management literature demonstrates a continuing concern for the pressures that are being placed on managers and their staff as organizations strive to cut operating costs and ICT changes the way in which work is done. Much has been written about the negative effects of stress that can affect anyone, regardless of age, gender, or level within an organization. Progressing in a career can increase the susceptibility to stress. Learning a new job can mean taking work home, and perhaps acquiring new qualifications or skills. E-mail, the Internet, and Intranets are said to add to the pressures of daily life. This can result in a situation where a person finds it hard to break away from work or always wanting to "catch-up." In its most serious manifestation, excessive eating, drinking, or smoking can be the individual’s "answer" to the problem. But stress can damage physical and psychological health and reduces the effectiveness of a person’s performance, which, in turn, impacts on the work of their colleagues. Recognizing the symptoms may be unpalatable to the employee and difficult for the employer. Organizations that provide in-house counseling, such as universities, may have a better way to help staff-and themselves.

The remedy lies with the individual and they need to take all of their leave allowance, have a holiday, ensure that they have a leisure-time interest, and that family and friends have a share in their life.

Sometimes professional commitment or motivation flounders as a result of too much stress. We can recommend three titles to remedy this uncomfortable situation. Reading Rooms brings together writings by well-known U.S. authors that celebrate public libraries (Toth and Coughlan, 1990). Long Overdue is an anthology drawn from writers around the world (Taylor, 1993). And last, but by no means least, is Our Singular Strengths: Meditations for Librarians by Michael Gorman (1997)-a small book that makes us think about who we are and what we do.

Part of moving forward is making your talents known. Success is easier to achieve if others know about you, both within and without the organization in which you are working. Looking for ways to do your job more effectively and presenting them to a supervisor-at the right time and in the right way-will show initiative, particularly if the thoughts have been developed as part of a team. Making a mark in the profession can come from joining committees, attending meetings, writing in the professional press, and making thoughtful contributions to discussion on the Internet. Developing the skills of listening help a person to make their mark.

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Clearly, the qualifications gained at the start of a career will need updating-regularly. There may be a need to refresh subject knowledge, professional skills and knowledge, or enhance management or technological expertise. As we discussed earlier, the range of opportunities is wide: from a formal academic program to the institute or short course. With the growth of distance learning, geographic isolation or family and work commitments becomes lesser barriers.

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Membership of a single professional association brings many benefits. Its journal and Website will keep practitioners in touch with news and developments. But if you are serious about a management career, you need to add at least one other professional association membership-one in the field of management. Selecting appropriate discussion lists and contributing to discussion stimulates professional thinking and allows an exchange of viewpoints and experiences. Meetings provide an opportunity to exchange ideas, and make yourself known outside your library. Conferences provide exposure to a wide range of professional activities-for those who can travel to the annual American Library Association conference will find that it is an exhilarating potpourri of meetings, exhibitors, and enthusiastic librarians and prospective employers.

Keeping in touch with change means that a range of sources will need to be regularly consulted-in both paper and electronic formats. First, reading of a range of journals in the general field of information work and librarianship is needed. Clearly, the relevant national titles will be of primary importance. For the U.S., titles such as American Libraries, Library Journal, and a specialty title, for example, College and Research Libraries. In the U.K., titles include the Library Association Record and, for the specialty librarian, Aslib Proceedings. At the general international level there is the IFLA Journal and Library Management.

Examples of Websites in the field of management include that of the American Management Association at www.amanet.org and the U.K.’s Institute of Management at www.inst-mgt.org.uk. IFLA’s Website provides details about the work of its many specialist Sections, Round Tables, and Discussion Groups, including that of its Section on Management and Marketing at www.ifla.org. The American Library Association has a specialty group, the Library Administration and Management Association, with its Website at www.ala.org/lama/events/index.html. The U.K.’s Library Association (at www.la-hq.org.uk) has groups that focus on types of libraries. And the Australian Library and Information Association’s site is at www.alia.org.au.

For academic librarians, the Association of Research Libraries can be found at http://arl.cni.org. Special librarians have Websites at the Special Libraries Association, at www.sla.org/professional/index.html, and Aslib, at www.aslib.co.uk/aslib. The Society of American Archivists is at www.archivists.org. The number of useful sites is growing fast, and the quality of the sites is improving.

Gaining appointment to professional committees develops essential political skills needed in career development. Giving papers and talks enhances communication skills. Involvement in the activities of international associations, such as IFLA, extends a network and provides insight into professional practices overseas. No single country has a monopoly of good practice. And for the librarian who cannot travel and is geographically isolated, the Internet provides the means of taking part in debate around the globe without leaving your desk.

The authors have developed a list of factors that we feel contribute to success in whatever direction a career takes.

• Know yourself, both the strengths and the weaknesses
• Have high standards, both personal and professional, and demonstrate them in your daily work
• Demonstrate commitment to whatever job you have
• Be reliable
• Cultivate clear thinking and maintain an objective viewpoint
• Develop good communication and influencing skills
• Understand the way that others think
• Cultivate and never lose your sense of humor
• Show a concern for others in your professional and personal life, but in unobtrusive ways
• Extend managerial knowledge and know what is best practice in management thinking
• Keep at the cutting edge of change
• Ensure that you are working effectively as a member of a team at all stages in a career
• Acquire political skills
• Know how to make decisions and change them if the situation demands
• Delegate
• Maintain control over your own time
• Recognize mistakes that you have made and learn from them
• Believe in yourself
• Enjoy the job you are doing-if you don’t enjoy your job, find another

The authors strongly believe in the importance of career development. The direction that a career may take can be conditioned by factors outside the control of the individual and we have noted that these include economic, political, social, and technological change and the state of the labor market. But it has been pointed out that there is a range of opportunities, and that the individual can select the direction in which they would prefer to move. Career development depends on keeping well informed. Information handling skills are transferable skills and the authors know of a number of information professionals that have shifted into other career paths by their own choice. The authors have enjoyed their careers in information and library work, and in management. We have all had generally wonderful experiences as librarians and library educators; however, it is also true there have been one or two less than wonderful experiences. Thus, we have some advice to pass on: monitor change and keep abreast of events, not only within librarianship and information work, but what is happening in the wider world that might affect your career. Where will librarians fit into the growing market for knowledge managers? Continual self-appraisal and assessment will identify emerging education and training needs. The authors, though long in tooth and graying of hair, are still actively engaged in continual professional development. A mentor who knows you well will provide objective advice on your strengths and weaknesses and whether you should apply for that post that caught your eye. And sometimes they will give reasons why you shouldn’t.

Career goals are important-but flexibility will be increasingly required. All of the authors have taken unexpected career directions and found new opportunities. And don’t forget that realistic self-promotion will move a career forward. Finally, a key factor is the level of enjoyment and reward-both extrinsic and intrinsic-that the job is providing. Career development is your responsibility, and the content of this volume will indicate the roles of the manager in which you need to excel.

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Gorman, Michael. 1997. Our Singular Strengths: Meditations for Librarians. Chicago: American Library Association.

Sellen, Betty-Carol, ed. 1997. What Else You Can Do With a Library Degree: Career Options for the 90s and Beyond. New York: Neal-Schuman.

Taylor, Alan, ed. 1993. Long Overdue: A Library Reader. London: Library Association and Mainstream Publishing.

Toth, Susan Allen, and John Coughlan. 1990. Reading Rooms. New York: Washington Square Press.

Blake, Monica. 1999. Teleworking for Library and Information Professionals. London: Aslib.

Carlson, Dawn S., K. Michele Kacmar, and Lee P. Stepina. 1995. "An Examination of Two Aspects of Work-Family Conflict: Time and Identity." Women in Management Review 10, no. 2: 17-25.

Corrall, Sheila, and Antony Brewerton. 1999. The New Professionals Handbook: Your Guide to Information Services Management. London: Library Association.

Goulding, Anne, and Evelyn Kerslake. 1995. "A Firm Commitment to a Flexible Future." Library Association Record 97, no. 11: 605-607.

Line, Maurice, Graham Mackenzie, and Paul Sturges. 1999. Librarianship and Information Work Worldwide 1999. London: Bowker-Saur.

Mason, Florence M., and Chris Dobson. 1998. Information Brokering-How to Make Money Selling Information Services: a How-To-Do-It Manual. New York: Neal-Schuman.

Newlen, Robert R. 1998. Writing Resumes That Work: a How-To-Do-It Manual for Librarians. New York: Neal-Schuman.

Sellen, Betty-Carol, ed. 1985. Librarian/Author: A Practical Guide on How to Get Published. New York: Neal-Schuman.

Templeton, Mary Ellen. 1997. Help! My Job Interview is Tomorrow!: How to Use the Library to Research an Employer, 2^nd ed. New York: Neal-Schuman.

Walster, Dian. 1993. Managing Time: a How-To-Do-It Manual for School and Public Librarians. New York: Neal-Schuman

Wilson, Lucile. 1996. People Skills for Library Managers: A Common Sense Guide for Beginners. Englewood, CO: Libraries Unlimited.