It's who you know - Intra-firm relationships are the key to a successful 2008 ... and beyond (01/08)
By Matt Wagner
As you begin a new year in the workplace, it is only natural to stop and contemplate what’s working and what isn’t in your library. If you manage a library you may be thinking about new initiatives to undertake, or policies or procedures that need to be implemented or refreshed. All of these tasks can be overwhelming and likely require you to have the support of other decision makers within your organization. Rather than jumping into 2008 with grandiose plans and projects, stop and take a temperature check to determine if you have developed strategic relationships with the leaders within other departments that can allow you to successfully implement your own goals and objectives. Below are a few examples of intra-firm relationships that merit your attention.
Accounting/Finance – Forming a relationship with the accounting or finance department in your firm is tantamount for any library. After all, they control the firm’s purse strings which include the library’s budget. This is one relationship you can forge by showing you are “on their side.” It is critical that you illustrate to this department that you care about what they care about—controlling costs. The most logical place where you can accomplish this is by working with them on online research cost recovery. Partner with the accounting department or CFO on a plan that meets the needs of the firm and its users, and offer to enforce or oversee this plan. If you are able to communicate to the accounting department that the library isn’t simply a cost center but is proactively managing and containing costs, you will likely be more successful in garnering their support for any significant library expenditure. They will trust that you are spending the firm’s money wisely.
Human Resources – The HR department may not be at the top of your list of important inter-departmental relations. However, if you have plans to expand your staff either now or in the future, this is certainly one relationship worth fostering. I suggest reaching out to this department by communicating that the library’s services are not only for the attorneys in the firm. In my years as a Librarian Relations Consultant I’ve noted that several of my customers assist their HR departments with everything from employee background searching to compiling research for presentations delivered by the HR department within the firm. Demonstrating that the library performs specialized service will increase the HR department’s awareness of the library's importance within the firm and potentially the need to sustain or grow your department.
Information Technology – Are you thinking about implementing new library automation software in the near future? Soliciting input from one of your firm’s IT professionals would be an ideal starting point. For example, if the automation software you are considering purchasing has certain technical requirements, one of the firm’s IT professionals can assist with the evaluation process so that you do not end up investing in a solution that is doomed to fail before you even begin. Perhaps you or a member of your staff is doing analysis on what types of Web sites users consult the most. The IT department may already have in place an Internet traffic monitoring software that could assist you with this project. Seeking advice or assistance from the IT department can potentially save you both money and time.
Marketing – The relationship between a firm’s marketing department and the library is almost a natural fit. Marketing is charged with managing the firm’s strategic growth, as well as the firm’s brand in the marketplace. The library of course can provide the necessary resources to accomplish these tasks. Whether it be creating a profile on a potential new client, or monitoring the activities of other firms in the region, you and your staff can earn the trust and respect of the marketing and business development professionals in the firm. Any non-attorney group within the firm that finds you necessary to complete its mission further distinguishes the library’s significance in the overall organization. Furthermore, by partnering with marketing you convey to firm management that you are contributing to the firm’s bottom line.
Fear not, I am a realist and I understand that some of these relationships may be easier to forge than others. Some may require a longer time to grow and develop. But they are all worthwhile to your future and the library’s future. Taking the first step is the best way to begin. Here are some suggestions to get the ball rolling.
- Offer to take another department head to lunch or take a coffee break together. In any relationship someone has to make the first move, and it may as well be you. A relaxed setting outside the firm will offer an environment conducive to honesty where you can have an open dialog.
- Support their initiatives whenever possible. When you are in a managers meeting with other department heads, offer the library’s support if it seems relevant and practical to do so.
- Talk with your colleagues. Find out what’s working for your peers in their departments. They likely have success stories, advice and tips, and can also steer you away from known pitfalls.
- Last but not least … contact your LexisNexis® Librarian Relations Consultant. We are all law librarians with unique professional experiences and insight. Additionally, we are an established network that can connect you with other law librarians who can share with you their best practices for developing key relationships in your firm.
So, as you start thinking about your plans for this year, make sure the right people are on your side. To use an overused, but still very accurate cliché, it’s who you know!
