Abstract
Archives and museums will never have enough financial resources, people, or time to do all the work expected of the staff. Recognizing those limitations is critical for any manager; in turn, that person must decide on how best to allocate those precious human and financial resources in support of accomplishing agreed upon priorities. The success of an archive relies on having a clear set of priorities and a plan to accomplish those goals. This case study explores the transition into a full-time management role that an archives department head position demands, my approach to providing nonhierarchical leadership opportunities to faculty and staff, as well as several examples of the day-to-day work of managing the space and collections of an archive. In order to best steward the collections entrusted to us as cultural heritage institutions, we must have strong leaders and managers who can advocate for the needs of us, as professionals, and for the work we do.
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