Building Your Team 3 take place through the COM Team (Communication, Outreach, and Mar- keting), which is another easy acronym for members to remember and unite around. Northern Kentucky University’s Steely Library has two teams that work together on marketing efforts: a marketing work team and an assess- ment team (Heinze, 2017). Larger organizations may even have an entire department dedicated to library marketing. If you are starting from the ground up, consider what your institution’s other team structures look like and what the institutional priorities are. Another aspect to consider when formalizing your team is what the meet- ing schedule and internal communication strategy will look like. Formal teams meet with some regularity. Time is one of our most valuable work resources, so allotting time to the work of a team is vital to its success. Teams tend to fall apart when they do not have a regular meeting schedule, such as weekly, monthly, by semester, or whatever interval makes sense for the organization’s goals and available resources. It is important that team members know and agree to the meeting interval, because committing to a group that meets once a week versus once per semester is very different. Time commitments may change as the group evolves, and while the scope of the team’s work should inform the meeting frequency, newly formed teams may not get a feel for the appropriate time commitment needed. Therefore, newly formed teams need to be flexible in regard to timing, and can formal- ize frequency and schedules as those needs become clearer. If frequency is not apparent, team conveners should make that transparent when forming the team, and should do their best to establish a frequency that naturally fits the scope of the team (and the scope should be specific and realistic, given the organization’s goals and assets—more on that later). Communication within the group is vital to the group’s health and suc- cess, even more so in the COVID-19 era. Tools such as Microsoft Teams, Slack, and Jira can assist in project management and group communication. Select a tool that is a good fit for the organization based on tool availability, the familiarity of the group with the tool, and the appropriateness of the tool to the group structure and goals. Even a simple email group and shared drive is a good start. Importantly, and often overlooked, formal team members should have their work reflected in their job duties. This serves two purposes: First, it requires supervisors to recognize the employees’ time and effort as valuable, but limited, resources. It is not fair to the employees to ask them to do sig- nificant work outside of their formal duties, nor is it fair to the task at hand to essentially underresource it. To advocate for the inclusion of marketing work in your job description, identify job titles and descriptions from simi- lar institutions and bring those to your supervisor. Many job descriptions are available from job opening announcements via listservs—for example, in ALA Connect (the American Library Association’s discussion platform) the Library Marketing and Outreach Interest group which, at the time of
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