‘The library mission came from the people of Salt Lake City. Through focus groups and meetings, they told library planners that they wanted more than a new building. It was time for the city and its library to be redefined. People wanted their fellow citizens and the world to recognize that the community had changed greatly over the years, that it is now culturally and ethnically more diverse – a self-examination spurred by the Olympics.’ – John N. Berry III, Library Journal, June 15, 2006

‘Where Democracy Happens.’ That was the tag line used in the headline when the Salt Lake City Public Library was named ‘Library of the Year’ in 2006 by Thomson Gale/Library Journal.

Today, the library still enjoys extraordinarily high levels of active participation by a broad, diverse range of community stakeholders – thanks to a carefully cultivated reputation over the longer term that made the connections between and among organizational brand and reputation, the importance of stakeholder relations, and the power of employee commitment.

However, three years ago, when that most important asset of reputation was entrusted by the Library Board of Trustees and the community stakeholders to Beth Elder, little did anyone suspect at the time that the director would willingly be ready to squander its value by abdicating the fundamental roles expected of an organizational leader.

As evidenced in numerous reports in The Salt Lake Tribune (including this editorial) and in recent articles published by the same journal that bestowed the 2006 honor upon the library (see here and here), a growing chorus of internal and external stakeholders indicate that they no longer have the confidence of credibility nor trust to commit to, and follow Elder. While the director insists that the conflict is merely the collective voices of some disgruntled employees upset with a recently adopted strategic plan that lays out a vision for strengthening the institution’s place in a 21st century community, the evidence actually suggests otherwise.

In fact, Elder’s failure at organizational leadership, specifically, can be best described by author Carolyn Wells’ words: ‘Actions lie louder than words.’

Ideally, a director should be a visible, open champion for internal communication. Visibility is the most elemental form of nonverbal communication leaders can exercise.

Ideally, a leader’s communication style should invite open, ongoing and transparent discussion so that all stakeholders – internal and external – are willing to voice their opinions and suggestions.

Ideally, as some management experts have explained, internal communication is so much an essential aspect of organizational change that it stands as ‘the key variable in almost all change efforts, diversity initiatives and motivation.’ (Applied Organizational Communication: Theory and Practice in a Global Environment by Thomas Harris and Mark Nelson, 2008).

Facilitating the library’s strategic objectives requires a cogent, cohesive communications infrastructure where a leader aligns the words of organizational goals, objectives, and tactics with actions, builds relationships and discusses with employees rather than talk at and chastise them, and helps guide honest actions clearly reflecting organizational purpose and the library’s core values.

Unfortunately, none of this is evident in Elder. Instead, she has settled on an organizational communication culture where emotional bullying, intimidation, and abusive disrespect – conducted in as tightly confined quarters as possible – are the tactical norms of her management style.

And, most disturbingly for a cornerstone institution built upon the idea of democratic openness, she has taken to censoring internal communication networks and filtering out even communications of constructive criticism that are sober, mature and calm in tone. The following from an anonymous staff member is the most astute and complete assessment of the leadership crisis. Not all of its intended audience members received it but the memo is reproduced in full here (bold-faced emphasis is mine; memo is published in original form with no corrections):

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‘It is with much regret that we are writing this message to all the Board and staff. When you joined The City Library three years ago, staff were filled with hope and anticipation for the future. Everyone was excited to embrace the change and move forward.

‘However, after three years of stalled decisions, lack of leadership, poor economic oversight, bullying of staff, repeated misrepresentations to the Board and the community, we must stand up and say that the only way forward is for you to step aside.

‘Your commitment to “staying at the Salt Lake City Public Library” by “addressing our problems head on” is baffling. We have been addressing problems with regards to your leadership for more than two years. Staff have met with you in an attempt to help you learn your role and understand the library. Two outside consultants and a job coach were brought in to work with you. Now, “two Board Members, Ellla Olsen and Mimi Charles, along with the Leo Executive Council and the Executive Leadership Team” are going “to help guide” you. According to BusinessDictionary.com a director is a “person who leads, manages, or supervises an organization, program, or project.” It is time for the library to stop spending time and resources in an attempt to teach someone who should be THE expert in our organization on how to do the job. We need a leader who already is there. We need a director who can lead; who is prepared not only to dream big but ALSO capable of bringing those dreams to fruition. You do have an admirable vision but no ability to bring it forward. You operate constantly in crisis mode – calling managers to meetings with only hours of notice; asking staff around you to pull information and documents together on a moments notice; agreeing to one thing and then changing your mind at the last minute to let the issue flounder for months until another crisis moment arrives. The library cannot function in this way.

‘The Board has an ethical responsibility to listen to staff and to fully investigate their allegations and concerns. This is not about a few staff with minimal problems that can easily be dismissed or overcome. Staff from every level from the Executive Leadership Team on down have spoken directly with the Board President Hugh Gillilan with specific examples of and concern about truly serious leadership issues. The staff never wanted to go to the public and the press. Management tried to solve the problem quietly a year ago when in a closed room with one of the consultants they took a “No Confidence” vote in you. They knew how serious this vote was and took a great deal of thought in taking this step. At that point, many felt a great sense of relief, believing that the Board would take action and that you would move on in a calm professional way.

‘That, however, did not happen. Now, here we are a full year later and things are worse. Staff morale is shot, important decisions are not made, communication is in complete disarray, and managers cannot get answers for all of us on even the basic issues. You, Beth, are still operating in crisis mode. Which forces all of the staff to live in a state of crisis in which we cannot serve the public well. You are draining the staff and the organization of energy.

‘We appreciate the many good things you have done for the library, including recognizing the need to move toward a future where libraries must fill a very different role than they now do. However, it is time for all of us to move forward and for you to move on.

‘Thank you for the good you’ve done. Please recognize your limitations in leadership and find a better match for your skills.

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After three years, her failure to grasp the importance of internal and external communications has been matched by her failure to acknowledge the essential due diligence required in day-to-day responsibilities not only interacting with library staff but also with other key stakeholders including contract vendors and providers as well as donors and supporters such as The Friends of the Library.

A prominent contractor was concerned about Elder’s failure to follow through on details for a contract that ended up having to be signed just before a board meeting at which Elder knew she would be called on the issue.

At a retail committee meeting concerning the library’s new Web site design, Elder was determined to compromise an agreement with Amazon but backed down only after a contentious debate.

An active member of The Friends of The Library observed that Elder did not respect the group’s autonomy but never hesitated to take credit for the donor-sponsored programs. In addition, members of the group were dissatisfied at the director’s recent wish list for resource allocation because it did not reflect a solid sense for prioritizing budget items.

Speaking to the library’s executive leadership team, she said that anyone who had worked at a GAP retail store for six months could handle the duties at the browsing library. Growing increasingly distrustful of staff, she wanted to have a city administration representative present on all library hiring panels.

And, as some of my fellow public relations professionals have said when I shared news about the library’s leadership problems, Elder’s lack of media training is embarrassingly painful – which inevitably will compromise the long-term value of the library’s reputation.

On the issue of library branches, she has made statements to the media that blatantly contradict discussions she had with the library’s steering committee and that potentially jeopardize how key projects move forward.

She has persistently refused to answer media questions about employee concerns, instead issuing callous, dismissive statements that are selfishly condescending and paternalistic.

Rashly impulsive reflexes dictate her public responses. In a recent controversy she showed her true feelings about public accountability and transparency at the worst possible time, given the vigorous debate that had exploded over the Utah Legislature’s approval of the now-rescinded bill dealing with the access to and availability of public records. Her sputtering outrage regarding the legal release of board discussions was enough to force the resignation of a long-time employee.

Alarmingly vindictive, she has sought desperately to uncover any unflattering information which could be used to blunt the credibility of staff members who criticize or challenge her in meetings.

While Elder’s contract was recently renewed for at least one year by a 7-1 Board vote, many stakeholders – including prominent community supporters – continue to question whether Elder ever will become a competent and worthy steward of the library’s ‘trust bank.’ As Al Golin, a leading management expert who coined the phrase has explained, ‘trust is the most basic element of social contact – the great intangible at the heart of truly long-term success’ and ‘trust is both a process and an outcome; it’s at the heart of dealing with every relationship.’

While the Salt Lake City Public Library’s ‘trust bank’ is currently large, one must consider the significantly realistic probability that Elder’s leadership veneer is so far damaged that redeeming herself at this point is tactically impossible.

Every concerned library stakeholder must answer some compelling questions:

As a leader, is Elder capable of the mature and prudent intellectual, emotional and behavioral response that assures stakeholders the communications and actions of the organization resonate with their needs and interests?

As a leader, could Elder wisely manage the library’s reputation and assure that it fulfills – inside and out – the organizational brand of ‘Where Democracy Happens’?

Elder has had the benefit of a three-year learning curve but there is pitifully scarce evidence of leadership progress. At this critical point, the library needs a director confident and mature enough to secure the critical buy-in for a commendable long-term strategic vision and to carry out the day-to-day implementation which requires extensive interaction with staff and community members.

Remember: The strategic vision is not just Elder’s. The provenance of that vision is bestowed collectively upon all of the stakeholders. What is missing is an effective leader who acts to ensure the integrity of that collective provenance.

Some have mistakenly implied that the library’s strategic visionary plan would be lost if Elder were fired or forced to resign. That is patently wrong. Even as the Library Employee Organization denounced the vote to renew her contract, the group said, ‘Even so, our dedication to preserving the integrity of the library is unwavering. We will continue to work to mitigate damage, in whatever context we find ourselves.’ Meanwhile, Elder remains foolishly blind.

In any organizational setting, public or private, the fundamental assumption in an effective communications environment places employees as among the most important stakeholders. As Harold Burson said in 2008, employees are a primary source of reputation for most people outside the organization.

Furthermore, reputation is the key precedent to trust. A well-managed reputation leads to trust but it also requires the leader to focus on the antecedent behaviors of building that trust.

Unfortunately, Elder has missed completely the significance of her responsibility in the trust-building exercise and how its ramifications reverberate outward to the larger community.

The library director is effectively the city’s most important and visible community cultural ambassador. How the library’s reputation and ‘trust bank’ are managed carry an important ‘halo effect’ for an extraordinary spectrum of community stakeholders.

The library has been the site of countless community programs dealing with everything from immigration and gun control to religious and ethnic diversity, from free speech to climate change as well as discussions in literature, art, politics, and social justice with many of the nation’s best-known writers and public intellectuals.

More than 1,000 organizations use the library facilities for programs and events. The library’s square is home to many events, including the Utah Arts Festival, and the soon-to-open Leonardo.

The Friends of The Library operate the Library Store. Shop tenants include a local clothing and accessory store, a florist and garden shop, a nonprofit artist’s cooperative, a coffee shop, a comics and graphic novel store, and a sandwich counter. The library grounds include offices for KCPW-FM community radio station and the Salt Lake Community College Writing Center.

There are some who prefer to take a modicum of uneasy comfort in sustaining the status quo. However, given the extensive evidence of Elder’s frequent shortcomings in meeting generally accepted standards and principles of leadership practice, Elder’s continued employment is plainly not worth the risk. Good leadership drives organization success and inspires a workforce to reach its objectives. A Burson-Marsteller survey in 2003 indicated that many respondents believe that half of an organization’s reputation is directly attributable to the director, executive, or CEO. Undoubtedly, keeping Elder would be a huge gamble impacting the library’s reputation and trust bank.

The conclusion should be clear. Therefore, stakeholders have the privilege and obligation to compel the key decision-makers who hired and supported her that the time has come to dismiss Elder and to hire a new director for the library.