Jay Johnston M.S.,M.A.,Librarian Emeritus of the Farmington Connecticut Libraries. Jay led five Public libraries in the State of Connecticut and, provided Library programming, IT and, LIS system consulting services to school districts, and public libraries through his distinguished career. Jay successfully advocated for five principal library projects including Enfield Central Library, Greenwich Library, Glastonbury, Welles Turner Library, The Southington Library and Museum, and the Barney Branch Library at Farmington.
Jay recently developed Maker Space and Studio programs at the Farmington Library instituting: AR, MR, VR programs which have proved to be integral to the library community and beyond. Jay has presented Leadership programs for LITA at ALA annual conference, and Customer Service at the CLA annual conference. Jay led the Connecticut Library Association as its president, and was elected to Connecticut Librarian of the Year, he was appointed to the Connecticut State Library Board of Trustees, and as the Connecticut Chapter Councilor to the American Library Association while serving as legislative advocate for libraries at the State and National level.
Jay Believes in the 21st Century Public Library as the great equalizer and is passionate in advocating for improved library service through Customer Service Beyond Expectations.
Experience and competencies developed over the past 40 years of practice:
Extensive experience directing governmental institution. ON assignment to the US Naval Submarine Base Library and US Nuclear Navy submarine school training provided an opportunity for me to develop a skill-set and personality capable of effectively dealing with large bureaucratic structures and vertical organizations successfully. This is well demonstrated by my successful political and programmatic management of the Barnes Museum, Southington Connecticut. Where I was able to increase attendance and municipal support through an aggressive and effective informational and structural campaign enabling the program to survive and flourish in the face of a strong political effort to close it. (This occurred as an artifact upon my arrival as the new executive) director of the Southington library and museum)
Demonstrated success in building public-private or other coalitions and partnerships to advance the programs and missions of a public or private institution. It’s all about the people. I have successfully worked proactive and effective with my organizations to develop gift and legacy contributions for six major campaigns with public-private and private-public partnerships each netting tremendous change and positive effect. These efforts require an acumen I use as the Connecticut Library Associations Legislative leader where my colleagues and I have helped effect important budgetary changes for the betterment of Connecticut’s libraries is and citizens.
Demonstrated ability to lead and to create a dynamic working environment. I have always gained an understanding of staff and culture in a new assignment prior to restructure. To improve any organization the new leader must discover and expanded the successful style and tenor specifically important the organizations current success and its member’s success in order to expand those elements into new programs and successful outcomes. As the successful leader and educator of five different institutions ranging in size from 35 to 190 employees with and without organized labor contracts, I have always found common ground and great success through the delight I have while working with people and finding positive outcomes.
Demonstrated ability to work in a large, complex organization: I have learned to surround myself with the best people through development or recruitment in order to accomplish the mission. I find large organizations to be very similar to smaller ones in the sense that each has a need for strong decisive and collaborative leadership. I have led over 190 employees at Greenwich with over 140,000 feet of program space very well while dealing with 4 unions and several ancillary groups with great success and, “getting to Yes”outcomes.
Exceptional communication skill: Communication briefly, is by definition the ability to change someone with a signal. I have the energy, passion, belief, and tenacity to change things for the better in all formats: verbal, written, and visual. This is evident in my ability to be hired by five organizations as a new Leader and my political success with the Legislature and; private foundations and individuals.
Core Values
Persistence, finding ways around obstacles and trying new approaches to get the job done,
Continuous Improvement, constantly learning from and improving his performance
Decency, treating others as he would want to be treated,
Humility, acknowledging what he does not know and approaching others with respect for the difficulty of their work,
Integrity, aligning his actions with his words and operating with transparency,
Understanding of and Committing to the Mission.
Setting a Vision for the Work of the Farmington Libraries, ensuring that the libraries adopt a clear compelling vision for what the organization will accomplish and how.
The extent to which Jay Johnston’s performance supports his core values.
Persistence
I believe there is always a possibility of reaching a goal regardless of roadblocks when the vision and will are set on a specific target.
Continuous Improvement
Kaizen, the management method of continuous improvement, has a special place in my execution strategies. The key is collaboration and execution, but more importantly, an understanding that changing course is always an option and never to fear failure. Steve Jobs has said, “I can't see the future but I can feel it in my gut and I have to believe that I'm right and going forward”.
Decency
Nothing wonderful is possible without understanding the importance of subordinates and their value within the context of the organization. I have always, since my time in the submarine service, understood the importance of camaraderie and pride in one's superiors, subordinates, and self. There is no better feeling than to receive a hearty well done and it gives me great pleasure to bestow those words on a regular basis to my team. As the leader, I have acknowledged the importance of the team's role as superior to my role.
Humility
A team is a group of people who each have a particular knowledge and expertise not shared by others. I've always depended upon the team concept to execute initiatives as well as resolve structural and cyclical impediments in a collaborative fashion. I believe all my successes are the result of team efforts with good collaborative leadership.
Integrity
My management style is aggressive in that I always throw innovation and change onto the table for everyone to see and subsequently challenge myself to go forward and execute the tasks at hand, in full view, in order to deliver success.
Understanding of and Commitment to the Mission
The mission is my compass and our initiatives are my stars while the outcomes are our successes.
Setting a Vision for the Work of the Farmington Libraries
Service beyond expectations is indeed a lofty goal and yet it is our mantra. I believe that through the challenges we have faced and the changes we have made and will make, that we shall be the true best practice model for Connecticut libraries.
Recognized by his peers as the 2005-6 Connecticut Outstanding Librarian of the Year for the following:
“Work smart”, learning investment programs I developed for library staff throughout my career, where my legacy continues to be: a technologically educated, customer service oriented, happy and productive staff.
Outstanding customer-service program focus, resulting in significant growth in both lending and programming
Building, renovations and additions projects where public relations, marketing and need were expertly melded to successful project outcomes, resulting in esthetically functional structures and spaces producing community pride.
Jay Johnston