Posted on by hildaweisburg

ON LIBRARIES: High Touch When You Can’t Touch

In recent years, many businesses have found success by being “high touch.”  According to Upscope a high-touch business is “one in which a customer places trust and partnership with a company, and in many cases, a specific individual or team at the company.” These companies develop close relationships with their customers, which builds loyalty.  The mental image is of them “reaching out and touching someone,” of being connected. We, too, need to develop these kinds of relationships with our “customers,” but in the current environment this is challenging on both a figurative and literal level.

Our ability to connect with teachers, students, and administrators determines whether we will be considered indispensable. But we base much of our relationship skills on being in physical contact with others.  We are accustomed to reading the body language and tone of voice of others to help us identify where they are and what they need.  Zoom may give us some clues, but it doesn’t come close to real life.  While we will probably have more in-person contact as schools resume, you will still need to rely on other means to build and keep relationships.

In developing these alternatives, you will display important leadership characteristics. Our teachers and students are crying out for leadership as the ground beneath us shifts almost daily.  Our administrators are stressed even more than the rest of us, being put in charge of situations fraught with uncertainty and danger.

Ken Goldstein’s blog post Desperately Needed Now addresses what you can do to help your students and colleagues.  After observing the success of several business teams, he noticed some important commonalities and proposes we need to focus on three “C’s.”: Confidence, Clarity, and Connection.

Confidence – It’s difficult to feel and act confident when there are so many uncertainties. Yet this is where leadership comes to the fore.  You know what the proposed plans for the restart are.  You know what the changes are likely to be, depending on the situation with the virus. What is your plan of action?  And what’s your Plan B? Don’t doubt yourself. Accept that your first plan will inevitably need anything from tweaks to full-scale re-writes. Be certain to write your plan(s) down somewhere and keep checking it regularly, adapting as necessary.

Having a sense of direction will build your confidence.  Bring that confidence to your Zoom and in-person meetings.  Don’t try to suggest that you have all the answers, that would be arrogance.  But when you project you know what you will do and how you will work with others, your colleagues will feel reassured and look to you as a leader.

Clarity – You have all seen people in leadership roles who start talking and then bring in something that runs counter to what they just said.  Their audience is lost then either tunes them out or stops trusting them. Keep your ideas clear and simple. It’s hard for audiences (students and teachers) to stay focused in the current climate. Be ready to state your plan in another way if your audience seems confused. But keep it brief.  Encourage questions.  This will ensure that everyone – or sometimes the person you are talking to – understands your plan.

Connection – Social isolation is contrary to human nature. We can see it in the behavior of adolescents who keep violating the social distancing rules or the way we are calling friends and family more often.  Look for ways to personalize connections with others.  Use tech to send friendly visual messages. We are hard-pressed for time, but relationships need and deserve that time.  Ask about family and other non-education related topics once regular business is complete, just as you might under normal circumstances.

It sounds as though all this might add to your workload, but in the long road it will lessen it.  Your colleagues may start by leaning on you but will soon take on the behaviors they are seeing in you.  Leadership is about getting in there with people and plotting a direction.  The route to getting there is where the learning and growth happens.  The Connection you help to create will strengthen the school’s culture.  Your Clarity will help them achieve their own plans. And your Confidence will grow.  You’ll create a library that’s high touch no matter the circumstances.

 

 

Posted on by hildaweisburg · 1 Comment

ON LIBRARIES: Follow The Yellow Brick Road

My daughter often speaks about the great life wisdom in MGM movie The Wizard of Oz. As I consider where we have come from and what lies ahead, it’s apparent the story has much to teach us about our current situation.

To start at the beginning, a tornado called COVID-19 has swept down on all of us.  We landed in unfamiliar territory, and the one thing we know is, “we aren’t in Kansas anymore.”  With Dorothy as our guide, we can safely navigate this bizarre world.

She begins, as we did, at the beginning, not knowing exactly where she is going, but trusting herself to get there because her goal is so important.  Dorothy quickly picks up three companions, which is something most of you have wisely done, because on a journey like this, it’s important not to do it alone.

Despite being self-isolating, we have reached out to others. The various library-related social media groups are a lifeline.  Someone knows a resource that will be invaluable.  Someone can answer your question about using an app.  And we all understand the special demands being made on school librarians. Whether you are seeking help or giving it, you are part of the library community.  It will shore you up on good days and bad. It’s what we do for each other, and how we serve our students, teachers, and administrators. Some days you need the group – some days the group needs you.

Her three companions contribute to the journey, and what they represent is key. There is no doubt you will most need: Brains, Heart and Courage.

Brains:  The Scarecrow, who claims not to have a brain, shows good thinking throughout.  We may start out confused, but ultimately we are able to create important and worthwhile plans to provide the services your educational community – which more than ever includes parents – need.

Fortunately, as a librarian you are a lifelong learner – thinking is your strong suit. You have been going on webinars, checking new apps, and curating the ones that apply.  You share them with the appropriate people.  And you are there to provide technical and other help as needed.

Heart – The Tin Man longs for heart, but, of course, he has one.  He loves completely.  You, too, love your students and the job you do.  You feel for your teachers and your administrator and are doing your best to be there for them and show them you care.

Empathy is an important leadership quality.  It builds trust and draws others to you. Educators have been working on trauma-induced teaching and learning long before COVID-19. Since the start of the pandemic, almost all of us are dealing with trauma – ours and others.  Using your natural inclination to be of service, you bring this quality to everyone.  They count on you, even if they haven’t before. (And a reminder – be sure to document what you have been doing so it isn’t forgotten.)

Courage: The lion recognizes his fear, but doesn’t believe he has courage. However, when the time comes, when it is needed, he shows it completely. Being frightened doesn’t mean you aren’t courageous.   Getting up each day and carrying on is an act of bravery.

You also show your courage in your dealings with others.  You focus on the possible and look for solutions, trusting you will find something that works. Like the lion, you admit you are scared, but your actions show your community how you demonstrate courage in the face of it.

Finally, it is important to notice Dorothy. She starts out feeling confused and uncertain. (And who isn’t these days?).  But she soon shows she is a leader. Dorothy builds her team, accepting help to reach her Vision and Mission. The Vision – To get back home and be there for her family.  The Mission – Get to Oz and get all of them what they need. With the team she inspires with her passion, they each make their own contribution, and attain their desired results. She has empowered them to become better than they knew they were. She is a true leader.

So, put on your red shoes and start following the Yellow Brick Road.  We know it’s not Kansas,  but this is where we live now and no matter what, there’s no place like it.

Posted on by hildaweisburg

ON LIBRARIES: When Everything is a Priority

Time management starts with focusing on your priorities, but what do you do when everything is a priority?  You always had a full plate, but these days that plate is piled high – and more seems to be added regularly. When you have so much to do, it can be nearly impossible to know where to start. You might start with the one you notice first, or you might choose the hardest task or the simplest one. Yes, you’ll get through everything eventually, but is your approach the most efficient?

Breaking the to-do list down can be a good beginning. First, divide what you need to do into two groups: personal and professional.  Divide the professional into those directly connected to your library, ones required by your school, and then your additional commitments such as course work, professional development you are doing, responsibilities for your work in your state school library association, and any other related tasks.

For your library tasks and those for your school, choose the ones that support your mission first, that way you know you’re supporting that important goal. For the other professional responsibilities, evaluate where you might need to adjust deadlines and/or get help.

And don’t forget the personal items that need your attention. Those are another kind of priority and you need to allot time for this as well. Be sure you are giving this some time each day, particularly making time for yourself regularly.

To help you determine what to do first, consider the recommendations of Naphtali Hoff in his post on How to Identify the Most Important Tasks. His six-step approach to dealing with your MITs (Most Important Tasks) – with some of my tweaks and comments — should help you deal with your overloaded plate.

  1. What are the most 2-3 important things that I need to do today? Good question. If you identify these and complete them, the result is a tremendous sense of accomplishment. But how do you identify them? Choose one of your groups. Look for tasks that have an upcoming deadline.  Are they of high importance?  Are any of them tasks you enjoy doing?  Will the professional task promote your Mission?

Naftali also suggests you take the Pareto Principle into consideration. In brief, the Pareto Principle, named for the Italian economist who first observed the 80/20 relationship in many places in life, is used to note that 80% of the work is done by 20% of the people. Applied here, it means that 80% of your outcomes result from 20% of your work.  You want to invest your time first where it will bring the greatest result.

  1. What is the task’s value or ROI? ROI means – return on investment. What will you get back from the time and effort you spend? Related to the Pareto Principle, look at your list and determine what will bring you the greatest return on the investment of your time. Also look where completing some tasks may make another task easier.  These connections will support your success.

As you determine a task’s ROI, you must consider advocacy. How will others know of your accomplishment of the task?  It’s always been true, but as budget belts tighten again, this is truer than ever.  You do great work, but if no one knows about it, it won’t make a difference in the long run.

  1. Is it related to your goals? Is it part of a strategic plan you have created? How does it relate to your Mission? Other than things aministorators have directed you to do , your answer to this question should set your priorities for what task you should do next. The more distantly related – the lower the priority. These are the things that should be relegated to the end of the day or week, if/when there is still time.
  1. Is it a task that you’ve been thinking about for some time? I really like this one. If it’s been on your mind, it’s worth considering. And this includes your personal tasks.

And don’t discard it or put it off because you have other more well-defined items on your list.  It most likely connects to a passion of yours.  Bringing it to fruition will give you a great sense of satisfaction and accomplishment and will likely spur you on to deal with the other tasks you have. (That gives it a high ROI!)

  1. Have you been putting it off for too long? This is the flip side of #4. There are always things on our list that get moved to the next day and then the next. Why have you been putting it off?  Do you dread doing it? If so, why?  Is it very time consuming? Is it boring? Think about way to break it into small steps and focus on those. Does it take you out of your comfort zone?  It can be hard, but these can be the tasks that help us to grow the most. Turn to your PLNs for advice on how to accomplish it.  With support, you are more likely to tackle it and come out on top.

6.      Is it a task that will free you up to work on your real MITs? Sometimes you do need to complete small jobs so you have a large enough block of time to work on what is really important. Hoff suggests setting an artificial deadline to complete these.  I love artificial deadlines.  They create a cushion, so I don’t miss the real ones when life “happens.”

The Hoff article didn’t cover two additional things I consider vital.

Know the best time of day for you to tackle the tasks on your list.  He does refer to the things you need to do, but when?  For me, it is the first thing in the morning.  If it is something that has a deadline (even an artificial deadline) I can’t look at email or anything else until I get the highest priority task of the day finished.

Don’t forget to apply these questions to the tasks you put in the Personal group.  You must make time for family, friends, and for yourself. There’s a huge ROI when we honestly take care of ourselves. Laundry can wait another day. Taking time for the personal will make you happier which will likely make your professional tasks easier.

Posted on by hildaweisburg

ON LIBRARIES: Leading from the Middle

Back in February (doesn’t that seem like a lifetime ago?) I blogged about Leaders are Team Players and discussed the idea of leading from the middle. It seems like a contradiction in terms.  How can you lead from the middle? The leader is the one in charge, the one in front.  The reality is you can lead from anywhere, and many do. It’s about how you are, how you present yourself, and how you interact with the people around you.

If you think only the person heading things up is the leader, you are focusing on a title not on actions.  If the person who holds the title does not exhibit strong leadership qualities one of two things will happen.  Either what they are leading will not function well and will achieve little, or someone will step in to fill the vacuum.  The person who does is leading from the middle.

For those of you new to leadership, it can be a good position from which to start. Those of you who are already leaders can sometimes more easily step in, but you will need to be mindful not to take charge. You don’t want to show up the official leader. That can sabotage your efforts.

You can practice leading from the middle when you are on a school or district level team, but the skill really comes into play when your principal is ineffective, incompetent, or uncertain.  I have had administrators in the first two categories, and it was often hard work to steer them in the right direction. Mostly it was a matter of “sharing” an idea I had, stating it briefly, and proposing to handle the details while keeping them in the loop. It made them feel as though they were in charge, as if they were giving me permission to move forward. In reality, I had taken the lead.

These days with school opening plans being open-ended, subject to quick changes, and having the potential for causing harm, administrators at all levels are uncertain and insecure.  If they don’t have strong leadership qualities, knowing how to get a broad selection of advice and information, and  understanding the needs of the people they lead, they are apt to freeze in indecision or push forward regardless of how new information changes the picture. That can put you in a difficult situation. Lolly Daskal, author of The Leadership Gap, explains The Best Way to Deal with an Insecure Leader, offering these six suggestions:

Don’t take their lack of confidence as a reflection on yourself – Insecure leaders blame others.  They don’t take responsibility and are quick to lash out. Listen instead to what has set them off.  What are they worried about? How can you help mitigate the situation?  By staying calm, you will help your principal to relax and, hopefully, refocus so that purposeful action can be taken. When you can see what they fear, you can better offer solutions.

Praise their strengths – This can be difficult because when you are annoyed and frustrated, you don’t see any strengths.  But everyone has them.  Even if it’s a small thing, find a positive.  It has to be honest.  You don’t want to be an apple polisher or over do it. Just keep looking for good qualities that you can bring to your administrator. It bolsters their ego which is obviously damaged at this point and helps them move forward in a good direction.

Don’t allow comparisons – This is an interesting one.  Whenever we compare ourselves to others, we invariably come out second.  We always see what someone else is doing better than we are.  Your administrator may be doing this as well. Don’t exacerbate the issue. The last thing you want to do is compare how another principal has handled a similar situation.  Just make the suggestion — without attribution.

Pinpoint productive ways to handle frustration – Dealing with a poor administrator will cause you to become frustrated.  Don’t let them drag you down.  I once had a principal who was a bully and not very competent.  I would come home almost daily complaining about him. By doing this, not only had I let him affect my workday, I had allowed him to spoil by personal time.  After my husband pointed it out, I stopped discussing him at home.  Make time to do the things you like.  Do any routines that calm you and put you in a better place. In addition, find support from other librarians – as great as your partner may be, s/he does not understand your situation the way others in the field will. Let your Professional Learning Network (PLN) bolster you and be a place where you can let off steam. You will be ready for your principal in the morning – and your family at the end of the day.

Link your success to your leader’s – At first glance this seems almost impossible, but it’s something I have recommended before.  Usually, I suggest you identify your principal’s vision and goals.  With an insecure leader this might not be obvious.  Instead, figure out what would make them feel successful.  Who do they need to show they are doing well?  How can they do that?  Help them get there, using the library program.  They may never say it, but they will then regard you as indispensable to them. This is a key part of leading from the middle.

Lead from within – And also from “without.”  Lead everywhere.  It doesn’t matter what your title is or what situation you are in.  A leader is what and who you are.  The more confident you are in your abilities and what you bring to the student, teachers and administration, the more obvious it becomes to other that you are a leader.

For your efforts, you will improve your relationship with your principal and through that relationship create a better working environment for everyone. You will also improve your leadership skills. That’s something we all need right now.