The clergy and teachers, as a rule, like most librarians, no matter how willing or how well qualified, are under the further necessity of obtaining a "call," or position, as a prerequisite to the exercise of their professional faculties. In that respect they are at a disadvantage in comparison with those practitioners in the other professions, already named, who can go to any locality, solicit clients and seek business opportunities, with reasonable assurance of obtaining both according to place and the circumstances of supply and demand.
In some of the professions, both the so-called "learned" and the practical ones, there have been developed certain well recognized differentiations and specializations of professional work. Those lines have usually been taken up in response to what has seemed a reasonable demand for them; and in their exercise have not unfrequently brought both reputation and corresponding remuneration to the specialists.
Possibly the time has arrived for doing much more of that nature in the library profession than has yet been customary. And there are those among us, possessing a due amount of working experience coupled with knowledge of other and allied affairs, who might now do well to devote themselves to some special features of library enterprise as a matter of desirable business opportunity. Some from the library schools, and a few others, have gone out as "organizers," and found more or less of a field for the exercise of their limited special qualifications. The field ought to be a growing one, it would seem, if recourse to incompetent aid is carefully avoided.
But the offices of "consulting librarianship," while possessing many desirable and much needed features, do not appear to be practised as a specific function. Something of the kind has been urged in past years, to be sure, and several well-known librarians did undertake at different times to supply such services. Sooner or later, however, each one was persuaded into a more certain, or better compensated, and permanent, position of local librarianship, and thereupon abandoned that special line of work.
In this era of the establishment of so many new libraries, small and great, and of the gift of hundreds of buildings for such purposes, there is a decided need for the effective services which a consulting librarian might render; and this to a greater extent than is yet fully understood or appreciated. Lacking such, some librarians and more library trustees work too often at a disadvantage. Many more, too, are burdened with repeated calls for information which more properly ought to be obtained from an independent expert; one so situated as to take an unbiased view of circumstances and equally able to give advice best suited to the particular case in hand. Serious mistakes are sometimes made in the preliminary details of new library enterprises that might be just as easily avoided by the employment of a competent and paid professional adviser.
Turning now to another side of our subject, and considering the relation of the individual librarians rather than of the profession as a class, a few words upon personal actions may not be out of place. A librarian's position is usually of a public or semi-public nature; ability for its duties is implied; and the compensation received is for present services as a rule, rather than as a reward of merit. In order that the library shall perform all that is expected of it, not only in being to some extent an ever-running machine but equally in respect to its recognized higher functions, there must be the application of watchful care, constant attention, foresight, and unremitting work. The direction of all of which, and perhaps much of its actual execution, must depend upon the person placed in charge of the institution as its librarian.
It is true that, having a well-trained body of assistants, a library may be able to run on for a time in the prolonged absence of, or when lacking, a chief; because impetus and the effects of past direction are not lost at once, provided that no demoralization has taken place. But it is not a safe policy to allow a library, or other working institution that depends largely upon the work of trained employees for its effectiveness, to go long at a time without the presence and oversight of an actual and capable head.
Yet it does not follow that the working hours of chief librarians should be absorbed in attending to innumerable and trivial items of detail which might be delegated to and done quite as well, or better, by their assistants. Not only is "genius a capacity for evading hard work," as has been said, but one of the proper duties of the executive of a library is to obtain the best results possible from the respective capacities of those through whom the library does its work. All of which should imply the exercise of a kindly and broad-minded disposition towards one's assistants, just as truly as of respect and obedience to one's superiors, or of courtesy and suavity in dealing with customers and the public. It may be only human for one to desire to be that "king of his world," of whom Carlyle speaks; but any policy which reduces the assistants to mere machines is not a true professional one, since it tends to rob the library world of talent which is needed and, except for such repression, might be developed and brought forward.
On the other hand I might plead no less for corresponding loyalty and fidelity on the part of all library workers, both to their respective chiefs and the institutions that employ them. As a matter of fact, however, action of that kind is the prevailing practice in this country, with hardly an exception, and that phase needs no extended discussion. A chief is, of course, entitled to credit for acts done by subordinates at his direction and for which he is responsible. But chiefs, in turn, can well afford to give recognition to the ability and deeds of their assistants, and will seldom, if ever, lose by doing so.
There are one or two other features of librarianship which merit passing mention. Among them are what may be termed library succession, or the librarian's duty to his successor. Some few librarians "die in the harness"; while quite as many more change from one place to another at times. Occasionally they are succeeded by those who come new into the work; and, gaining experience, become a credit to the profession. Advancement of those trained in smaller libraries to places in larger ones, or from the position of assistant in a library to the head thereof, has also brought forward quite as many more of those whose progress we watch with cordial interest.