In last week’s blog, Should You Be a Leader or a Manager?, I didn’t specifically mention one big distinction: Leaders hold the big picture. Managers focus on the here and now. While you can’t only look at the big picture, you also will miss the forest if you are only seeing the trees. And some of you have gotten so caught up in the day-to-day details, you are only seeing the leaves.
Our world changes fast, and, as we have learned, the library program needs to constantly prove its value to the educational program. In a few short years, for example, we have incorporated (and sometimes moved beyond) Makerspaces, Genius Hour, Hours of Code, and any number of other variations you may have experienced into the library program.
Those who hold the big picture were among the first adopters of these changes. By doing so, they solidified the position of the library and proved its importance. Those who weren’t focused on the big picture missed the opportunity. Sometimes, by the time they got to it, they discovered other departments had taken the lead, and the library was left out.
Today early adopters are looking at to incorporate “soft skills.” The business world is talking about them and so are some schools. How will you be incorporating communication, teamwork, and problem-solving into your library program? You are probably are doing it, but have you communicated to teachers and administrators that you are building students’ critical soft skills? Maybe not, because you are too busy with the everyday needs of your program.
So, what keeps you from seeing the big picture? You aren’t alone in dealing with this challenge. The business world is also concerned with and focused on what’s next, knowing that in order to be responsive to change they can’t just deal with what’s new. Those who want to get ahead discover what is holding them back from taking the larger view and getting past it.
A post by Joel Garfinkle looks at The Importance of Big Picture Thinking. He identifies five habits that may be preventing you from seeing the big picture and offers ways to combat them.
Overanalyzing – This is what happens when you closely examine every possibility. Then you relook at them. General Colin Powell once said he made military decisions with only 60% of the information because if he waited for all the information to be in, it would be too late. He referred to the practice of over-gathering information as “analysis paralysis.” It’s an easy trap to fall into when you’re too worried about not being right or the danger of taking a risk.
Fixating on Results – Stop being on the hamster wheel. Trying to do it better and faster is draining. If you are leading, you are not the one who should be doing all the work. This is when you empower others to become a part of what you are doing. Big jigsaw puzzles get done faster when you know how the finished picture should look – and when many hands help.
Managing Reactively – When you are focused on the little tasks, every bump in the road becomes a mountain. It’s why Vision and Mission Statements are so important. When you know where you are going and why you get past these minor setbacks. I have said that librarians who don’t have a Mission or a Vision Statement spend their day with a fire extinguisher and duct tape. They are either putting out blazes or patching things up. By the end of the school year, they are exhausted and don’t know what they accomplished.
Going Solo – This is a bad approach on so many levels. You don’t build advocacy when you are going alone. Ideas are fleshed out better when there is more than one mind working on them. And it’s great when you have a big picture person working with someone who is more detail oriented. They complement each other. The big picture person may miss details, while the detailed thinker may lose sight of what the ultimate goal is. Together, everything gets covered. We teach our students the importance of collaboration. We need to practice it.
Overfilling the Calendar – We all have a tendency to do this. It is vital to have the opportunity to step away from the tasks at hand. Make time for reflection. This is when you can strategize and plan. For me, it happens on my walks. I am regularly amazed at the ideas that I get during these times, and I’m not always trying. I might be looking at work being done on a house I’m passing, and suddenly I get a thought about a future blog post or a way to better explain a concept to my grad students. Or sometimes it’s about nothing more substantial than dinner. But the constant swirling of my brain when I am at the computer is now at rest and open. We all need that.
So, as I said last week, scan the larger environment to identify innovations and ideas that will potentially impact the library program. And take a walk in the forest.