Posted on by hildaweisburg

Know Yourself

Socrates said, “To know thyself is the beginning of wisdom.” You might think the answer is obvious, We know what we stand for. We are aware of our strengths and weaknesses. But Socrates was, unsurprisingly, referring to more. And when we develop this self-awareness we are better able to develop stronger relationships and be recognized for the leader and innovator that we are.

In her article, Why Self-Awareness is Essential for Success in Every Leader, LaRae Quy answers her question and provides steps necessary to achieve it. She says, “An effective leader is a person who takes responsibility for what is going on inside of them so their reactions do not sabotage them. This self-awareness helps them discover what lies beneath the surface of their lives so they can recognize and regulate behaviors that don’t set them up for success.”

To develop this level of self-awareness, Quy proposes the following:

  • Understand our life story – Our life story is made up of everything that has happened to us, the good, the bad, the challenges we have faced and how we dealt with them. We have woven this into a narrative of our life. It created our career choice and is a deep part of our passion. It is our “Why” for what we do. Quy asks you to:
    • Look at how your childhood and adolescence have affected your direction and how you see yourself.
    • What situations bring out your natural leadership?
    • How do you deal with challenges and failure?
    • What have you learned about yourself and others from this?
  • Encourage honesty – In this self-reflection, you must go beyond your construct of yourself. Look back at the experiences that made you the person you are. Some are rooted in your childhood. Many of mine result from an adolescence where I had difficulties in fitting in (I found a home in books!). Failures include not being rehired after my first year on the job as a librarian. Quy asks you to see the “patterns beneath the emotions, thoughts, and behaviors” that get in our way today and then ask: “What triggers them?”
  • Build trust and credibility – This is the reason behind the need for self-awareness. When you are completely honest with yourself, people perceive you as trustworthy. Trust is the foundation of relationships, and we are in the relationship business. Knowing ourselves allows us to accept and own our mistakes and see how we can best use our strengths. It also makes us willing and able to recognize the strengths in others and help them become leaders. Quy recommends listing three things that are good about you, three things you feel improvement, and ask three trusted colleagues to do the same about you. (Scary, but worthwhile!)
  • Improve decision making – When you truly know yourself, you are aware of your biases and which stressful situations will trigger your emotional responses. You know the root of your fears and can factor them into your decisions. Quy recommends you “stay curious, question your assumptions, research things you need clarification on, and relevant questions of people who are more experienced on the topic than yourself or hold a differing opinion.”

We navigate difficult waters these days. A heightened self-awareness will allow us to become better at working with our students and colleagues and deal with the negative barrage that is hitting us. We need the wisdom Socrates said comes with knowing ourselves. So many are counting on us leading the way.

Posted on by hildaweisburg

The Chance in Change

Whether or not we like it, change is a constant. Generative AI is advancing with incredible speed. Politics has invaded the school library. The turnover of principals and superintendents has been dramatic. Sometimes the old refrain “stop the world, I want to get off” seems to be a great idea. Fortunately, that isn’t an option. As school librarians we are well equipped to handle the rapid changes in technology and are comfortable making the adjustments. But changes in personnel or new regulations? Those are more difficult to embrace and manage.

So what are the tools of managing change? In her article, Embracing Change: A New Leader’s Imperative, Karen Carey offers advice to the business world on how to manage change. They apply to us as well.

  • The ever-changing landscape – Carey notes “understanding the fluidity” of a landscape is crucial. She quotes Microsoft CEO Satya Nadella, “Don’t be a know-it-all; be a learn-it-all.” Fortunately, librarians are lifelong learners. We need to translate that mindset into our daily practice. Use your PLN to fill in what you don’t know. Be aware of what’s happening in your community and have the resources from ALA on hand to deal with any upheavals that occur. Start building a relationship with your new principal who may have radically different ideas about the library or no interest in it. Learn the ways to recognize AI generated work.
  • Embracing the uncomfortable – At some point, you may find that you need to see the bigger picture. Leaving your comfort zone is a necessary part of change. Look for new things to try or groups to join, including your state organization or even AASL.
  • Learning from failure – The fear of failure keeps us from leaving our comfort zone. We teach kids that failing is part of the learning process, but we must embrace this in ourselves as well. It will happen. Your successes will far outweigh your failures if you work on growing.
  • Tech in leadership – Your teachers may be having trouble dealing with the changes in tech. By helping them cope and learn, you strengthen your relationships and build new ones. Developing a collaborative or cooperative project will ease their way and further the perception of you as a leader.
  • The challenge of transition – Find ways to work with new personnel. The new principal may be a concern to staff and is undoubtedly dealing with their own uncertainty. Invite them to the library. Share brief (they don’t need to be overwhelmed) information you have on trends or any issues they might be interested in based on comments they have made. And don’t engage with the teachers who consistently make negative comments about the change. That doesn’t make for strong relationships.
  • Cultivating the agile mindset – According to Carey, this involves “building deeper human connections, continuous learning, and the ability to unlearn behaviors, beliefs and values. It’s about capitalizing on new opportunities by staying open to different perspectives and embracing change as a constant force for progress.” In essence, this speaks directly to our strengths since we know building relationships and finding new ways to deliver our Mission is vital for the success of our program.

Remember, we are not alone. People everywhere are struggling to cope with change, but changing is the only way to grow. The world keeps growing and, uncomfortable or not, we must grow with it. And as leaders, we have no other options. Embrace change as part of your leadership journey.

Posted on by hildaweisburg

How Do People See You

The adage “perception dictates reality” may not seem fair, especially if it appears we are being poorly received, but it is the truth, and you must be aware of it. Especially because we need to be ready to change these perceptions if we are not creating the reality we want. As unnerving as it might be to be truly honest with yourself, take time to think — how do people see you?

To find the answers, ask yourself what are you putting out there for people to see and react to? What do the teachers see, and therefore believe, about you? Do they see your enthusiasm for projects or your frustrations about limitations? The administrators? Are you a budget drain because that’s the only time you talk to them or are you an integral part of their team because you let them see how the library supports their goals? How about the students? Are they so excited about what happens in the library they tell their parents about it or is this a place where they can goof off because you’re not paying attention?

The perceptions of your stakeholders affect your daily work life and your future. And its all happening under the surface. In his article, Mastering the Art of Perception: Crafting Your Professional Reputation Joel Garfinkle addresses this important issue. And while his audience is the business world, the concepts are also true for us.

As he says, “The truth is impressions often outweigh performance.” In the article, he makes these four salient points:

1. The spotlight is on you – You are always being observed. By the time your principal makes a formal observation, they have been watching for quite some time. Teachers come into the library and see how you are dealing with students. Or they never come into the library. In both cases they have developed perceptions about you and the library. Garfinkle says, “Whatever you’re doing and how you’re behaving now will impact you long into the future.”

2. What people observe matters to them – As with perceptions, this is emotionally based. How does what they are seeing connect with what is important to them? When working on developing collaborative relationships, knowing the other person’s wants and needs is key to making the connections. But they have assessed whether you can meet these wants and needs before you start the conversation. They need to know you’re aware of their goals – before the conversation happens. Make sure you’re always showing your engagement.

3. Everyone is always forming opinions – It is somewhat daunting to think someone passing you in the hall while you are speaking to someone else is forming an opinion about you. It may be a totally insignificant one, but it happens. Just remember, you are doing the same thing. We are constantly “on.” You don’t want to be putting on a performance throughout your workday to make sure people get the “right” impression. But when you are out and about, you need to be aware of how you may be seen by. You don’t want to the be the one always complaining. You do want to be aware of the goals and focuses of others.

4. Perception is at the heart of decisions – Garfinkle keenly observes, “impressions often override performance.” If this weren’t true, you would not need in-person interviews to be hired. Your resume would be sufficient. To get a clearer idea of how others see you, consider asking a trusted colleague to tell you how you are perceived. Ask for positives first and then negatives so your colleague won’t feel uncomfortable about letting you know any unpleasant truths. Then work on improving how you are seen. It might not be fair, but it’s true – perception is reality.

There are so many things we can’t control in our workdays. The more conscious we can be of how we are perceived, the better our results. If this is new to you, it’s going to take some getting used to, but you can do it. Leading is, after all, an ongoing learning process. We can’t afford to be anything less than the best possible leaders we can be. That, too, is a reality.

Posted on by hildaweisburg

Time to Nap

As a little kid, you probably fought against taking a nap. As a grownup, you might crave a one, but you have no time for it. You have too much work to do. But in reality, it’s more than a craving. You do need a nap, not only the break from work, but the time to quiet or focus your thoughts. Beyond the obvious self-care, taking some down time will give you the energy you need to be more productive.

Admitting we’re tired is common —it’s practically a badge of honor—but being willing to do something about it is less so. In her blog article, If You’re a Creative, Why It’s Probably Time for a Nap, Kristin Hendrix admits to how much she loves and uses naps and says says, “it might look like a nap isn’t working. But if it brings more clarity, energy, and creativity to the workday (aka increases productivity), I’d argue differently.”

If you work from home, scheduling a time to rest is possible. What about those of us who need to be at school? If you have an office, consider thirty minutes with the door closed. You don’t have to sleep, but if you turn off your computer and your lights, set an alarm, and give yourself the quiet, you might be amazed by how refreshed you are after – and how much more alert you for the remainder of the day. If you’re worried about falling asleep – consider drawing or coloring.

Another option, if weather and location permits, is taking a walk. If possible, walk where you’re not likely to encounter people. This is not the time for conversation. This is your introspection time. During this time, let yourself consider not only what’s on your plate but what’s coming and what you’d like to be doing more of. .Or you can take time to get clearer on your priorities and what you’d like to tackle first. Consider one or several items. By the time you return, you will be organized and raring to go.

If you are a napper and don’t want to risk being seen sleeping at your desk, Hendrix offers the possibility of dozing in your car. Don’t forget to set an alarm so you’re back on time. The results will be the same. But remember – this is not the time for answering emails, texting, or even playing phone games. This is your brain’s chance for a reset.

Hendrix notes, “expecting creative work to flow throughout (the day) isn’t reasonable. Making complex decisions and doing deep, challenging work is also difficult to do all day, every day. Unless we take that time away.”

In school, kids have naps through kindergarten. It helps them stay relaxed and focused in the afternoon. Maybe if we all had these pauses, students and teachers alike. we would have fewer behavior problems. Some schools have created time-out places as they integrate Social and Emotional Learning (SEL) into the day. It’s worth learning if this is a place you can use. And it’s definitely worth making time for that downtime for you.

As a leader, sometimes you need to just get away from it all. For just a little while. When you return, you will be rested, restored, and ready to go.