Posted on by hildaweisburg

ON LIBRARIES: The Impact of Small Words

The words we choose matter.  They are powerful conveyors of ideas and emotions.  We are aware of the fact when writing Mission and Vision Statements, but we may lose sight of their importance in our more casual interchanges. It’s the little words that can move us forward or trip us up. The words that we use or don’t use effect how we are perceived and received. When we are in a hurry to get to what’s next we have a tendency to drop what used to be called “social niceties.” It results in diminished civility that can cost us in our relationships.

Maybe it’s because we communicate more through texts and other electronic media, but I’ve noticed “please” is disappearing from many interactions. If we are approaching someone to assist them, we probably say, “please,” but all too often when working with others, we are quick to move to “Could you” or “Would you” without introducing the request with “Please.”

A small word yet changes the tone of the conversation. There is a difference between, “Can I have a word with you?” and “Please, may I have a moment of your time?” Once we put “please’ first, it changes how the rest of the sentence goes.  “Please” recognizes you are making a request of someone and acknowledges their right to refuse.  The good news is, when asked politely, most people won’t refuse.  Civility smooths the path.

If you remember to use “please,” it is natural to then say “Thank you” at the conclusion of the conversation. “Thanks” is not quite as good, but both show you appreciate what the other person has done or agreed to do. Either are far better than “great” which is how we too often close our conversations. This acknowledges the situation not the person. Again, a subtle but important difference.

You also want to use “thank you” when having been given a compliment and stopping there. There is a tendency to return a compliment.  This has the result of diminishing the ‘thank you,” as well as the compliment, reducing it into “I’m saying this because you said something nice.”  When you simply accept the praise, you show you value it.

After “thank you” easily comes “you’re welcome.” It’s gracious and acknowledges someone’s gratitude.

Just as there are words which improve your communication, there are the small words that detract from your impact.  These are the ones we insert unthinkingly and tend to be personal conversation idiosyncrasies. For example, you may have a tendency to use “actually” to introduce something. If you overuse it, it can sound like a contradiction. “For what it’s worth” is a filler that can make it sound as though what you are offering isn’t of value. Listeners may discount what you say over time. Tune into yourself to hear if there are phrases you use repeatedly. 

For other filler phrases (both spoken and written) Grammarly discusses What Are Filler Words and How You Can Cut Them. It’s worth reviewing. The more you eliminate filler words, the easier it is for readers and listeners to focus on the point you are making.

In being aware of and using the social niceties, you show the small touches of caring for others that make people enjoy working with you. It shows that despite the pressures and stress we’re under, you are mindful of what your colleagues and students mean to you. You take the time to show they matter. By dropping filler words, your communication is clearer, and your relationships are likely to be stronger.  You put yourself and your program in the best possible light by being mindful of both.

Posted on by hildaweisburg

ON LIBRARIES: Living the Characteristics of a Leader

To become that indispensable member of the educational community, you must show exceptional leadership. It’s as simple as that. As a topic I speak and writing on frequently, I also know that many librarians hear this and worry. They are already doing so much. How can they add more to their work and be a leader?  What I am proposing is not so much an added list of things to do, but rather a reminder of how to be. We are, after all, in the relationship business, and true leadership comes from how we are with the people in our lives.

Assume that your Vision, Mission and initiatives are all supporting your school to take it a step further Scott Cochrane tells us How to Spot Leadership Character With 10 Easy Signs, and those signs are the ones you can incorporate into your actions with others. They are simple and straightforward.   You probably have many of them, but some may have been lost in your struggles.  It’s time to get them back.

Here’s how people with leadership character behave:

  1. They receive a compliment with grace – That not only means saying, “thank you,” it means not minimizing what the giver said or trying to return an equal one.
  2. They receive negative feedback with humility and non-defensiveness – This one can be tough, especially when you are under stress.  The key is to assume positive intent.  If possible, thank the person and then take time when you don’t feel hurt to assess the negative feedback for validity.
  3. They give voice to disagreement while still extending respect – It’s not about keeping silent. It’s about how you respond.  Ruth Bader Ginsberg said, “You can disagree without being disagreeable.”
  4. They give thoughtful answers, not off-the-cuff reactions – Learning to pause before responding will improve the quality of your answer (this is one I continue to work on!).  It will have the added benefit of improving your relationship with the person who asked the question. They will recognize you value what they say.
  5. They might criticize the merits of an idea, but not the person bringing the idea to the table – In our contentious time, this is a most valuable reminder. It is an extension of #3. Don’t make the ideas of others personal. Discuss why and idea works or doesn’t and don’t discuss the person who suggested it.
  6. Their apologies are unreserved; they don’t say, “I’m sorry, but” or “I’m sorry if…”   “I’m sorry if I offended you,” is not an apology.  It’s blaming the other person for the offense they took.  Own what you said, accept that it may have landed wrong, and mean it.
  7. If they don’t know the answer to a question, they say so; they don’t bluff their way through – There is nothing wrong with not have an immediate answer. Librarians recognize, we don’t know all the answers – just where to find them.  People see through a bluff, and the attempt diminishes you in their eyes.
  8. They never “humble-brag” – Related to #1, being self-deprecating with the intention of calling attention to your work is not a leadership quality. When you say, “I really didn’t do that much,” “It wasn’t that hard,” you are fishing for a compliment or downplaying the work you did. Be careful. Eventually, people might believe that you didn’t do that much.
  9. Their conversation includes plenty of “pleases” and “thank you’s” – Between texting and being harried, we have become lax in these once automatic phrases.  They have power, particularly if the way you say them shows you mean what you say.  I had a superintendent of schools in a district that kept education on a stringent budget.  She got incredible mileage of knowing how to specifically compliment key faculty and say a meaningful thanks. It costs nothing and strengthens relationships.
  10. Their words shine the spotlight on others – Always! As a leader you give credit to others for the successes and notice when things work. When you do that, not only do you get little or no negative feedback from what didn’t work, but others feel safe in working with you.  Teachers recognize that the focus on projects won’t be on mistakes, and they will be celebrated for their achievements.

Tune into how you are interacting with others.  Look for ways to put these leadership character traits into your day (at home as well as at work).  You will see a difference and without adding more to your workload you will be a stronger leader.

Posted on by hildaweisburg

ON LIBRARIES: The Opportunities of Interesting Times

The quote “May you live in interesting times”, which supposedly has a Chinese origin, can be taken two ways. Is it a blessing or a curse? It all depends on how you see interesting times. For some the constant uncertainty is debilitating. Others see new possibilities. The difference is in how you respond, and your reaction is a choice even if you don’t notice making a conscious one.

Either you need to find a way to be proactive and choose to steer in a positive direction, or you’ll end up being reactive and allow the situation to steer you. Both can be exhausting, but with one you’ll likely be more energized and positive.

To actively steer your ship (read: be a leader), you need to be willing to carve out time to analyze your situation and develop a strategy which involves evaluating your assets, strengths and weaknesses, and learning from past behaviors and choices. Once you do this, you must commit to taking action.

In How to Turn Disaster Into Discovery — A Key to Resiliency,  Eileen McDargh proposes theses six questions to guide you into “intelligent optimism” which in turn will let you find the opportunities in these interesting times:

  1. What has become clear to you in the last few months? You should be able to come up with a number of items. What have you learned about relationships (professional and personal)?  What was true before the pandemic that is still true now?  How has your Mission Statement held up in the face of COVID-19?  How well do you handle ambiguity and uncertainty? Is this something you’d like to improve?  What’s making you feel successful?  Don’t forget to notice these.
  2. Where are you spending energy without getting the desired results? This is an important question. Are you still locked in tasks that belong to the past and don’t further your aims? The opposite question is equally important. Which use of your energy has been producing positive results? Your plate is very full. It is time to eliminate or minimize time spent on things that don’t move you forward. As we learn from the Pareto Principle or the Law of 80/20, 80% of the results come from 20% of the work. But sometimes 80% of the work only brings 20% of the results. It’s time to take a closer look at efforts and results.
  3. If you could start from scratch, how would you redesign your job, this business? This isn’t a question we normally think about, but since normal has taken a vacation, it’s worth considering. You have the opportunity to rethink how the library can function better, reach more students, and be a greater partner to teachers and administrators. Look for how the library can lead the way now and in whatever future is coming. The physical space is part of this envisioning, but so is the digital — and emotional—one. What can be done to make the library a safe, welcoming environment for all?  What is your role in this new ecosystem?
  4. What have you uncovered about your personal life that needs to be encouraged? Have you, like many, made more time for friends and relatives. Are you Zooming and calling them on a regular schedule?  How have your interactions at home changed? For the better?  What are you doing for yourself? It’s become very apparent in the last six months how important supportive relationships are. Continue to seek out and nourish these.
  5. How can we grow together as a supportive unit and what do you need from me? I love this question. It is essential that we build relationships and community. This question should be uppermost in your mind as you speak and deal with students, parents, teachers, and administrators. As the ALA initiative says, “Libraries transform communities.” How are you building and transforming yours? And as a bonus, this question may also work well at the dinner table or with your online/virtual social groups.
  6. What are the small steps you can create to work in a more collaborative way? This is where the other questions have been leading us. Here is where you create a plan. It doesn’t have to be complicated. It just needs regular steps – of any size – to take you where you want to go.

Get started now to chart your future. Every few months stop and review these questions to see what new information you can use. Leaders need to know themselves and use that knowledge to plan for the future. When you do that, you can make these interesting times a growth opportunity.

Posted on by hildaweisburg

ON LIBARIES: When Under Attack – R.E.A.C.T

Managing our lives during a pandemic is not unlike living during a war.  We are under attack and have been for months.  The ongoing issues around the Covid-19 virus has brought on a form of shell shock and there are some who show signs of PTSD.  We bounce from bad news to good news and back again.  From hope to despair to cautious optimism.  We make plans, and they are uprooted.  We plan again only to be forced to change again.  This is a war zone and we must, as they say, soldier on.

But how?

In this case, the best resource may be a retired Navy SEAL officer.  Brent Gleeson reports on the advice he got from one in A Navy SEAL’s Guide For Reacting And Thriving Under Pressure.  Jason Redman, the Navy SEAL, refers to our current situation as a “life ambush! An unexpected catastrophic event that leaves a permanent impact on your life or career.”  Certainly, the pandemic has done just that.   What soldiers know is that when you are in this situation, you need to get out as fast as possible.   The way to do it is to R.E.A.C.T.

Recognize your reality – If you haven’t done so already, confront and accept the truth of the situation.  While it is in flux with almost daily changes and challenges, COVID-19 is here to stay.   There will be a vaccine, but it won’t disappear.   All aspects of our society have been altered by its presence, and they will never revert to what they were before.   By accepting this truth, you can start seeing the situation from a larger perspective, make better decisions, and implement the most beneficial actions.

Evaluate your Assets and Position –What do you have that is working for you? What isn’t?  How valuable do teachers, students, administrators, and parents think you are?  Who are your strongest supporters?  Who are the weakest – or non-existent?  This requires honesty.   Some of you only see what isn’t working.   Others put a positive cast on everything.   Neither is entirely helpful, Take a good hard look at the situation.  Have your role and responsibilities been dramatically changed? If so, what are your new assets in this position.  If you can, take time to do this for your personal life as well – what’s working, what’s not, where can you get help.

Assess your Options and Outcomes – What steps can you take so that the library is seen favorably? What part of your Mission can you put into action? Can you turn your new situation into a plus?  Perhaps you have a new way to collaborate with teachers.  Maybe there’s a way to create online bulletin boards with contributions from students.  Check with your Professional Learning Network for suggestions.  Look at the decisions being made by your Board of Education.  Are you in danger of being eliminated, be made part-time or some other serious change? If so, can you find a new and better position somewhere else? Will additional certification help? For the moment, consider even unrealistic options and their potential outcomes as you decide upon some next steps.

Choose a Direction and Communicate it – Once you have decided as to the best way to proceed, make sure those who need to know and can help you are made aware of it. This is particularly true if you have choose to start job hunting. Think strategically so you don’t put your current job in jeopardy. In getting to your objective, what steps must you take – in what order?  Who do you need to work with and/or contact to complete this step?

Take Action.  GET off the X and Move! – The first step is the hardest. It is easy to procrastinate when something important is at stake. Trust the process you went through and the decision(s) you made. Nothing will change unless you do. Break big steps into smaller ones to help you gain and keep momentum and be ready to adjust as most plans require tweaks as you implement them, but don’t lose track of your goal.

The pandemic has attacked the life we’ve known and left us all changed, but even when changes happen, you can take steps to move yourself forward, professionally and personally. This is your life and your life’s work.  It’s time for you to R.E.A.C.T.

Posted on by hildaweisburg

ON LIBRARIES: A Vital Mind

An almost universal complaint these days is being exhausted.  The pandemic has drained our energy in so many ways.  Our workloads have increased.  Our routines have been overturned.  We seem to need to re-create ourselves daily.  And then there is the underlying fear of the virus itself.   There are good reasons to be and feel physically and mentally exhausted.  But what if you could turn around the mental exhaustion? To what extent would that affect you physically as well?

Our brains are incredibly powerful, and even if we’ve only begun to understand all they do, we recognize our minds affect our moods and emotions. It’s what we mean when we talk about changing our mindset.  It’s helpful to realize is that our brains also affect us physiologically.  When we do, we can exercise control and allow body and mind to work together.

Physical energy is restored by having enough sleep, eating healthy, and getting exercise.  But what if you eat right, exercise and get a good night’s sleep, yet still have to drag yourself out of bed in the morning?  According to Susan Fowler, that has nothing to do with physical energy. It has to do with psychological energy or vitality. In her article The Myth of Low Energy – How to Generate the Vitality Your Need Right Now, Fowler proposes that our faulty belief in having a fixed amount of energy is part of what causes us to feel depleted. We need to understand the difference between energy and vitality.

Fowler writes, “Vitality is the energy available to you for taking action. It is the energy that enables you to self-regulate and still have the energy you need to pursue your goals. Vitality is the feeling of being alive, vigorous and energetic. When you have vitality, you are fully functioning.” Vitality is proactive and renewable by changing your mindset.  Because it is psychological and not physiological, it isn’t drained the way physical energy can be. It is what you need to be in control of your day and focus on your goals.

According to Fowler, vitality has three components which are the key to not feeling drained:  choice, connection, and competence.

Choice- Take time to notice where your actions are a choice rather than something you just have to do. I find it both empowering and, at times, uncomfortable to recognize that everything I do or don’t do is a choice, but this is key to increasing vitality. Noticing choice empowers you.  When you have a task to accomplish, consider why you are doing it. Is it because it’s required?  Would you do it if it weren’t?  If it’s required, how can you frame it so that if fits with your philosophy and goals?  Put your mind in control and discover that what you choose and how you choose it affect the amount of energy it will use.

Connection- The changes in the way we socialize have made us more aware of the importance of connection. Although how we reach out to or visit with people has changed, the value of those connections is the same – maybe greater.  Take the time to notice them, enjoy them, no matter how they occur. Take time to value the connections in your life. Remember to view your interactions with others not only for how you make their lives better, but how you benefit as well.

Competence – What we know, what we can do, and where we can learn contributes to our vitality.  Fortunately, librarians are lifelong learners. Recognize that the pandemic has given us new opportunities to learn and be of help and service to others. Take joy in this process while remembering not to take yourself too seriously. Part of learning has always been making mistakes. Laugh at them then find out what needs to be done to fix them.

Even when our bodies feel rundown, with choice, connection, and competence, we can make a shift to put our minds in control and bring out our vitality.

Posted on by hildaweisburg

ON LIBRARIES: Safety First

One of our cherished core values is that the library be a safe, welcoming space for all. The word “safe” is an umbrella term sheltering a broad variety of things we do and what we provide for others – and ourselves – from creating a collection with diverse books and resources to providing a sanctuary for those who sought to escape bullying and other torments of school. Today, COVID-19 is integral to our thoughts about safety. The pandemic has added an important layer of meaning to the term. No matter the aspect we are focusing on, safety is imperative for student learning and success, and we have to do all we can to ensure our libraries are safe.

Abraham Maslow first proposed his Hierarchy of Needs in 1943. In the 77 years since, educators have gone from embracing it to ignoring it and then returning to it. The stages of this pyramid feel relevant again especially since the second level is Safety.

According to Maslow’s pyramid structure, until you have secured one level, you can’t move up to the next. The base includes your physiological needs for survival   — food, water, warmth, and rest. The financial impact of the virus is making this a challenge for more of our students and without it, they cannot move to Safety.

When we don’t feel safe, our cognitive processes shut down as the brain searches for ways to make us feel secure. Our students and staff are not feeling safe. While there is usually some percentage of our school population who feel threatened in some ways, we are faced with the entire population we support experiencing this which impacts everyone’s ability to move up to higher levels.

For the library to be a safe and welcoming place, we have to look out for our needs, take care of ourselves, and then address the needs of others. Executive Coach Ed Batista provides some direction in his article, Feeling Safe in an Unsafe World. He suggests that trying to control the uncontrollable and finding certainty in an uncertain world will not solve our problems. Instead, he recommends getting more in control of our emotions, which affect our worldview. To do so, he offers the acronym MESS as a path for regulating our emotions.

Mindfulness – Batista recommends 10 minutes (or more) of meditation a day as the best way to develop mindfulness. Whatever method works for you – sitting in mediation, walking, yoga – is an important place to start. It gives you the ability and opportunity to be aware of your emotions, and from there you can be more in control.

Exercise – Physical activity is important since, as Batista points out, your emotions are physiological before you even aware of them. Moving our body allows our emotions to move through us and allows us to be more aware and then more in control of them. Exercise allows us to be “better attuned” to our bodies. As a bonus – walking and yoga address both mindfulness and exercise.

Sleep – Your body requires it and racing thoughts makes it harder. The difference between a good and bad day can sometimes be as simple as how we slept the night before. When we’re not well rested, it’s harder to understand and manage our emotions. Just as you had a bedtime routine as a child, stick to one now – preferably one that gets you off your devices an hour or more before bed (e-readers not included but physical books at bedtime may be preferable).

Stress reduction –  Batista rightly points out that stress-free is not an option, and stress isn’t always inherently negative. Plan a big project and you’ll feel stress – but it’s worth it for the results you want. What’s important is noticing how you are responding to that stress. If your stress levels are increasing, look at the things that may contribute (the news and social media are likely high on that list). Step away from the things that aren’t supporting you and increase your time for meditation, exercise and sleep.

When we feel safe, when our emotions are not in a constant turmoil, we can make others feel safe. Life is not neat and tidy. It never was, and it is far from that now. So be a MESS to make your physical and virtual library a safe, welcoming space.

Posted on by hildaweisburg

ON LIBRARIES: Good vs. Great

Do you have a good school library program or a great one? Answer honestly. The difference between the two is crucial to how you are perceived and valued.

Years ago, I had a superintendent who allegedly said, “If it ain’t broke, break it.”  Many teachers were furious. Unfortunately, they weren’t listening to the underlying message. My superintendent was right. You can’t improve if you think you are doing well. For all its negative impact on our lives, the pandemic has made us see what is important – and broken – and make changes we never thought we would.

James C. Collins said, “Good is the enemy of great.” Every time I see that quote, I pause. It makes me wonder where I am settling. In his book, GOOD TO GREAT: Why Some Companies Make the Leap … And Others Don’t, he says,

“Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. We don’t have great schools, principally because we have excellent schools. We don’t have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life.”

The resumption of school, with all its uncertainty, is a perfect time to move your program from good to great. Those who have a great program incorporate growth and change as part of their continuing success. Those who have a good program rarely think about how to make it better, but with budgets being slashed, great is necessary.

One important step for a great program is that the administration knows the difference it makes for students. No matter how great your program is, no matter how much your teachers value you, if your administration is not aware of it, it isn’t reaching its full potential. In a post for Glassdoor, Mark Anthony Dyson discusses Good vs. Great! How to Show Employers the Difference. Although he is talking about the business world, his recommendations work for librarians as well.

  1. Show your work is known – As the saying goes, “If a tree falls in the forest and no one is there to hear it….” You don’t have to brag to let your work be known. Choose the social media or communication platform most used by your intended audience to spotlight those you have worked with. Praising others will show your contribution – and build a relationship with the ones you showcased.
  2. Quantify your impact (when you can)– Make sure your numbers are meaningful. In the past, librarians would point to circulation statistics. In the eyes of the administration, anyone can check books in and out. What have kids produced? Pre-COVID librarians often struggled to cooperate with teachers let alone collaborate or co-teach. Now many of you have. Share the number and names (teacher and unit) of the ones you worked on.
  3. Show your growth and improvement over time – As part of your communication with your principal, keep track of new tools and resources you have added. Note the webinars you have attended and how you implemented the learning you received. Show the benefit to the students and teachers.
  4. Show your depth with upper management – In education, upper management is the superintendent as well as the Board of Education. What do they know of your work? How has it impacted students? Here you can showcase student work and voices. Be sure your principal knows and approves of your reaching out to upper management. Don’t let him/her be surprised.
  5. Show that your network is a resourceful team – You have two networks. The first is the one you have established in your school. You are showing this in the previous ideas. But you also have a Professional Learning Network – those memberships and social media groups where librarians ask for and share advice and experiences. This keeps you ahead of the curve, and you can bring that knowledge when your principal needs it. Explain what your learned from your PLN and how you used it.
  6. Show a quick response to challenges – You have done this and more during the pandemic. Flexibility and lifelong learning are part of our job requirement. Now more than ever (I am tiring of this phrase, but it’s true) others will value this skill. If you can, show how a challenge became an opportunity.
  7. Show you’re adept at all kinds of new learning – Very similar to #6, but it means you are creating new knowledge. It’s similar to my curating business sites and seeing how they apply to school librarians, which is part of why I always give you the link. Going outside the box, and, better yet, recognizing there is no box, will make you stand out. Libraries and schools can benefit from what non-education platforms have done to succeed.

Your administrators are under extreme pressure. More than you and the teachers. They need help, and you can give them that. By being more proactive in bringing your achievements to your administrators (including upper management) and supporting them as they struggle to find the best way to move the school and district forward, you will move your program from good to great. One of my favorite quotes is “If you are not growing, you are dying.” Remember this and look for ways to grow your program from good to great.

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.