Abstract
A change in administration at Three Rivers College in Poplar Bluff, Missouri, created an opportunity for the library to achieve a much-needed shift in culture. The college’s library used the six servant leadership themes for team effectiveness identified by Irving and Longbotham (engaging in honest self-evaluation; communicating with clarity; fostering collaboration; supporting and resourcing; providing accountability; and valuing and appreciating) as a road map for organizational change. By focusing on making changes associated with each of these themes in step-like increments, library staff were able to revitalize and reform services and space to increase usage, expand the library’s physical and virtual footprint, better meet the needs of the campus community and solidify the library as “the place” to receive help on campus.
Highlights
Located in Poplar Bluff, Missouri, Three Rivers College, serves a mostly commuter population of students from rural communities
The library had fallen behind due to budget cuts, staffing challenges, failure to keep up with technological advances and changes in student behavior. These factors created a culture of mediocrity that affected both how library staff members approached their work and the library’s ability to meet the needs of users
In 2008 and 2009, the Three Rivers College Board of Trustees hired a new president and several new administrators who were tasked with revamping the college to meet the educational needs of rural Southeast Missouri by transforming the campus both physically and culturally.[1]
Summary
Located in Poplar Bluff, Missouri, Three Rivers College, serves a mostly commuter population of students from rural communities. The video cameras allowed informational sessions to be recorded while the editing software allowed staff to create more engaging presentations These tutorials were accessible by the library’s website – allowing users to receive help any time – and included in lessons taught in the college’s Academic Life Strategies and Freshman Experience courses. Ensuring that stakeholders were held “accountable for the matters they are responsible for” allowed the library to stay focused on meeting objectives and continue with its transformation.[14] It established among the wider campus community that the library was serious about collaborating with other departments and creating a climate of success. Morale was raised for staff and stakeholders felt part of the larger library community
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