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Happiness Is Not The Goal

We often talk about striving for happiness, about wanting to achieve it. But if—as the title suggests—it’s not a goal, then what is it?

It’s an outcome.

It comes from within you as a result of your choices, actions, and interactions. Some people can spark it in us, but it’s our reaction to them that makes it happen. Think of a little baby or young child. Being with them makes you happy, but they are being themselves, not working to make you happy. The happiness you feel is your reaction, not what they are trying to do. And expecting something outside of ourselves to deliver happiness is not a realistic approach to life.

But it’s still something we want. After all, the fairy tales always end, “and they lived happily ever after.” So how do we get this outcome?

Interestingly, Jessica Stillman has written an article stating that not only is happiness not a goal, but Neuroscience Says to Be Happier, Stop Thinking About Happiness. Although it sounds counterintuitive, studies have shown that focusing on happiness… makes us less happy. Fortunately, Stillman explains the science and how to successfully bring happiness into your life.

According to a research team, the problem is when we make happiness a goal we expect to be happy all the time. That’s the “proof” they’ve achieved it. But that can never happen – so the goal is unobtainable. Stillman suggests this is an example of Goodhart’s law, an economic principle that states, “when a measure becomes a target, it ceases to be a good measure.”

The research showed that when people pursued happiness, what they really focused on was where it was missing. They saw every not perfect feeling as being a lack in their lives. They saw others appearing cheerful and assumed it was proof that others were happy, and they were not. This, of course, is a faulty gage, because we have no idea how happy other people are if we only know their outside appearances.

As leaders, we need to be aware that if we focus on where we are feeling unhappy, that is communicated in our words, body language and overall disposition. And it does not attract others to you. Instead of building relationships, you create distance. So how can happiness be an outcome instead of a goal?

One of the researchers offered these three suggestions:

  • Accept all your emotions – This works in professional and personal situations. You shouldn’t pretend negative emotions are not there. Nor should you judge yourself (or others) from having them. Once you accept them as a reality, they cease to be a drag you down. And in acknowledging them, you can find the information that the feelings are offering you.
  • Don’t view doing good as a means to an end – It will take the pleasure out of doing them, because you will be judging the action to see if it brought you happiness. Do it because it is the right thing. In my own life, in addition to a Gratitude Journal, I always add one way I gave back. I didn’t do the action to feel happiness but in acknowledging it, happiness is the outcome.
  • Get social – Humans are social animals. Being with others brings a lift to our lives. Of course, do what you can to people who are constantly negative (and don’t be one of those people). As often as you can, connect with the things you love and the people you love to be with. Find joy in your interactions throughout the day.

Be honest with yourself. Are you always trying to be happy? Because if you are, that’s probably taking you away from it. Make the shift from trying to achieve happiness and instead, let it be the outcome of the choices and actions you make. Get goals that matter to you and happiness will be one of the outcomes. When you reframe, you will be a better leader… and a happier person.

Posted on by hildaweisburg

Make Your Message Memorable

Our brains are amazing. We can remember small things that happened to us as children. And we can forget what we ate for breakfast yesterday. While we all joke about our forgetfulness, as leaders who have important messages to share, it’s important to ensure that our audience remembers what we said. This is true for lessons with our students and for any Professional Development (PD) or other or presentations we do for teachers, and our ongoing interactions with principals.

Have you ever spoken with past students who have graduated? Did they talk about projects they did with you, books you recommended, or special events which you organized? This is you making a lasting memory and having a lifelong impact.

How did you do it? How can you do it more often?

In his article, How To Craft a Memorable Message, neurosurgeon Charan Ranganath explains what makes things memorable and what to do to make your message one they remember. He offers these “Four C’s of memorable messages.” (And by giving that concrete connection to his message, you are likely to remember it.)

  1. Chunk it up – Powerful as our brains are, Ranganath says they can hold only a limited amount of information at a time. To get around this, share information under the “umbrella” of a centra idea. For example, if you are giving a talk on Mission and Vision Statements. begin by saying “Your Mission is your ‘Why.’ It’s your Prescription.” You start with the overriding idea you want to convey. Then follow it up with a few details. I think of it as constructing a spider web as I link the ideas together to form a strong and memorable center.
  2. Make it Concrete – To anchor your message, bring in an emotional connection. For all our stress on data and being rational, our decisions and what we remember are tied to emotions. (When students remember you, it will be connected to how you made them feel). With a presentation on Missions, I make sure to share with librarians that without one, you are likely to end your day (or school year) feeling as though their only tools were duct tape and a fire extinguisher.
  3. Provide Callbacks – Insert opportunities for listeners to recall what you said. This further implants those ideas/concepts/techniques in their brain. My presentation on Missions usually includes Vision Statements as well. I introduce that part by reminding that I said Missions are their “Why”, their Perspiration. Visions, by contrast, are their Aspirations and Inspirations. When I move into the values that underlie them, I refer to it as the Foundation.
  4. Spark Their Curiosity – Ranganath says, “I have learned that the key to memorable communication lies not in conveying the answer, but in establishing a compelling question.” We know the importance of having a strong Essential Question for the learning projects we create (hopefully, with teachers). To begin my presentation, I will ask, “What would it be like if at the end of the day, you always felt as though you had your aims and were successful? What would your library look and feel like if it were everything you wished it were?”

You send your messages out daily. How many of them resonate and stick with listeners? Do the messages in your PDs and presentations remain in your audiences’ memories? Improving all aspects of your communication skills improves you as a leader. How will you use the “4 C’s” today?

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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.

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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.

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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.

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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.

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Step Into The Limelight

You work hard, but who notices it? Does your principal recognize what you do? Are teachers aware of the many ways you can make their jobs easier and promote student learning? What do parents know about the library program? How about the school board and the community?

Learning how to promote your program is as important as anything else you do. Being visible is crucial for being valued. And if you are not valued, you are likely to become history.

For many of us, self-promotion seems like bragging, which has a strong negative perception. But you don’t have to boast about your accomplishments to make sure people are aware of them. There are more subtle ways to get your message across.

In her blog article, Jessica Chen, author of Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons. presents ideas on How to Get Noticed at Work as a Quiet Person which can be useful for those who feel less comfortable sharing their wins:

  • How you talk about your wins – Even if you were the driving force in a project or event, focus on those who benefited. Talk about what students achieved. Inform your principal about the great job the teacher did in working with you. In the explanation, you will show them your contribution. As an additional benefit, the teacher will appreciate the recognition and share that with others. Relationships will deepen and new connections may be created.
  • Shaping your career brand – This is about getting noticed for those aspects of librarianship you most value. Chen has several steps for doing this.
  • Get crystal clear on your core values – This should include AASL’s Common Beliefs, your Vision, Mission, and whatever else you find vital to a school library program
  • Find your differentiating factor – What part of your job do you love the most? What are you best at? Is it tech? Do you most love designing learning opportunities? Is it interacting with students? This is your talent, your superpower. It’s what you bring that allows your program to shine in a way only you can.
  • Link your talent to opportunity – Seize any chance to use your talent more widely. If tech is your superpower, see if you can find a place the district’s tech committee. Get friendly with the IT department. If you enjoy the student interactions most, start a club or lead an extra-curricular activity.
  • Advocating for yourself – While this is the biggest challenge for many, Chen makes it easier using the acronym ACCT.
  • Ask for what you want – No one is going to give it to you if they don’t know you want it. Whether it’s a budget increase or collaboration with a teacher, you need to take the first step by asking.
  • Circle back – You are not likely to get a positive response on the first request. Ask again, perhaps modifying the request. Some people say no to learn if you are truly committed to the idea. (I had a Superintendent like this!)
  • Celebrate your wins – Share any positive feedback you receive whether from students, teachers or parents. Forward any positive email to your principal saying this made your day.
  • Turning down requests – This is the hard one because usually, we can’t do that. Since we don’t want to load up our day with tasks that don’t forward or promote our program look for ways the ask can be modified to align it better with what you want to achieve.
  • Speak up in meetings – Introverts tend to stay quiet, and the result is they are unseen. Chen recommends The 4A Sequence:
  • Active listening – To help you engage, listen for key words and the right moment to speak up.
  • Acknowledge – Acknowledge the last speaker so it doesn’t sound as though you interrupted them.
  • Anchor – Using one or two words from what the last speaker said, you are connecting your ideas to what has gone before.
  • Answer – Now briefly make your point. Be clear and concise so that the listeners know your focus.

Hiding your light under a bushel won’t get you or your program noticed. As a leader, you need to be visible in a positive way. It’s an important skill to learn to show the people in your community  how you make a difference.

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Developing Confidence

A baby takes its first steps and falls. The child gets up and tries again. Totally confident that success will happen. When does that innate confidence in one’s ability disappear?

It’s usually not the failures that make us lose self-confidence. It’s the comments and criticisms we have received and the comparisons we make with other people that have nibbled our confidence away. The result is we struggle to leave our comfort zone, often question our decisions and are fearful of making a mistake.

But you are a leader. You need self-confidence to take your program to the next level. Is there a way to get back what you once had instinctively?

In Where Does Confidence Come From?, Frank Sonnenberg offers ten way to strengthen your confidence. As you read through them, acknowledge the ones you can do immediately and lean into those first, then consider which one you want to add next:

  • Successful Track Record – Sonnenberg starts with something simple – every win can boost your confidence – no matter the size. If you have trouble recalling these, consider a Success Journal or Win Folder on your computer so you don’t forget your accomplishments. And take a little time to celebrate and cheer yourself.
  • Courageous Action – Look for ways – big and small – to step out of your comfort zone. It can be intimidating, but you know when something needs to be done, and not doing it doesn’t give you the results you want. Take those first steps (and then add that win to your Success Journal).
  • Prepare and Practice – Athletes don’t just walk out into the field and turn in an outstanding performance. They practice. If you are giving a presentation, write it out, tweak it, tweak it again. If it helps you, learn it almost by heart. For a big project, outline the steps. Create a timeline. Be prepared to adjust that as the project progresses.
  • Self-improvement Efforts – We are lifelong learners. Be committed to your own growth and improvement. Since it’s rare for the Professional Development offered by your district keyed to librarian needs, seek out your own PD. Or you can use your Professional Learning Network, find a mentor, or attend a library conferences.
  • Mindset and Attitude – “If you think you can, or you think you can’t, you are right.” Our brains are powerful. Don’t let yours defeat you. You have been successful before (you have proof!) and will be again. Use your failures as learning opportunities to take into your new endeavor.
  • Supportive Environment – Every school has people who only see the negative. While you must have a collegial relationship with them since the library is for everyone, you don’t need to take in their gloomy view of everything. Be closer to people who can see what is good and enjoy what they do.
  • Encouraging Comments – Savor positive feedback. Knowing that others see your achievements is validation. It helps to power you forward. Be mindful of that and do the same for others. (And when someone gives you positive feedback – that goes in the Win Folder!)
  • Self-reflection – Make time at the end of the day, perhaps on your commute home, to reflect on what you accomplished. Was there a student whose eyes lit up as you helped them find the “just right” book? Did you strike something off your to-do list that you had been putting off? Focusing on these large and small achievements improves self-confidence. (Yup – Success Journal time!)
  • Goal Setting and Achievement – What is something large you wanted to achieve and did? Good news – you can do it again. Write the goal and develop the action steps needed to attain it. And of course, Prepare and Practice.
  • Personal Values and Beliefs – This is what holds you steady. Confidence comes from within as do these values and beliefs. As librarians, we hold to the ALA’s Code of Ethics and the Library Bill of Rights. As school librarians we consider AASL’s Common Beliefs are intrinsic to our program. Build your confidence on your values and you’ll see some amazing results.

Sonnenberg concludes with this quote by Franklin D. Roosevelt, “The only limit to our realization of tomorrow will be our doubts of today.” When you build your confidence, you grow into the leader your library program needs. Take those baby steps. Get up when you fall. You can do it.

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Put Purpose in Your Journey

Famous American baseball coach Yogi Berra once said, “If you don’t know where you are going, you are going to wind up someplace else.” It sounds funny at first, but there is truth. First, you need to know where you want to go if you have any hope of getting there. Some people like the “Dream it and do it” concept, but dreaming has an amorphous quality makes clear action tougher. In addition – what if your dreams have nothing to do with working?

So what can help us reach our goals? In my experience, clarity of purpose is the best guide for where you want to go and what you need to do to get there. I once clarified and wrote my purpose which is: “I reflect back to others the greatness I see in them, and, where appropriate, I help them manifest it.”  I want to support more people (specifically librarians) being the leaders they can and need to be. As for the doing, I put this purpose into action in my blog topics, in the amount of curation I do on leadership, and is intrinsic to the books I write.

My view on purpose is echoed in LaRay Quy’s blog article, 4 Reasons Why “Follow Your Dreams” Is Terrible Career Advice. As she notes, following your dreams is more likely to lead to you to spending your life searching for happiness and jumping from one career path to another as your dreams change. In real life, happiness is something you find at the end of a rainbow. It comes from within as you reach the goals you set for yourself.

Here are Quy’s four reasons:

  1. Follow dreams, passion or purpose – Quy observes it is easy to see these three approaches as being the same, but they are different. Dreams are fairy tales and tend to be either lofty or intangible. Passion, Quy notes, is about you. It’s about what you care about. Last week I blogged about passion, speaking to the librarians who lost theirs and were looking to quit. We should have passion for our purpose. But purpose takes the step forward. According to Quy, purpose is about what you can contribute to the world. She recommends you identify what drives you, who you want to help.
  2. Dreams grow and change – Your dreams as a child are far different from the ones you have now. Their frequent change makes them unsuitable for planning and offer little guidance on how you want to live your life. Quy doesn’t ask you to give up your dreams, but rather ask yourself which ones can help as you work toward achieving your career path. The dream in this case supports your purpose.
  3. Find your worth – Reflect on what you do as a school librarian. How does it help and improve the lives of your students? Your teachers? Your administrator? Consider what you bring to the whole community. Embrace the value of it. You may be disenchanted because others do not see that value. Here is where your purpose — or Mission Statement which is your purpose—comes in. Look for ways, get suggestions from your PLN, and make your presence and value known.
  4. Differentiate between dreams and reality – Quy notes that many of our dreams are impractical and would impose an unrealistic financial burden on our lives. Some have nothing to do with our professional lives. Where you can use your dreams, at least the ones for your library program, is to incorporate them into your Vision Statement. My frequent maxim is that your Mission is your perspiration, your “why,” and your Vision is your inspiration and your aspiration.

Dreams. Passion. Purpose. You need all three. Your Dreams will lend greatness and excitement to your planning. Your Passion will be at the root of what you do. And your Purpose will be the stalwart guide for achieving it. Embrace all three, and your leadership will shine through.

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Rediscover Your Passion

I have been hearing more often from librarians who are so stressed they are considering early retirement. Given the hostile political climate and its impact on many schools and communities, this is more than understandable. Most of you became school librarians because you were passionate about the differences you can make and the important role school librarians play. When you can’t follow that passion, what do you do next?

Your students and teachers need you to be fully present and engaged in what you bring to learning and growth. That means being as connected as possible to your commitment. In Alaina Love’s article, Are You Sacrificing Passion to Fit in at Work?, she discusses the changes that can be necessary to accommodate our work environment and help us reconnect to what matters most.

To get back to your passion while still being able to fit your environment, Love identifies ten passion archetypes: Creator, Conceiver, Discoverer, Processor, Teacher, Connector, Altruist, Healer, Transformer and Builder, saying we all have at least three. We are at our best when we work from them. Once you know your key archetypes, Love poses looking through that lens and answering these four essential questions:

  1. What is the most essential work you can accomplish to ensure success now and in the future? Think of your Mission Statement. It’s your Why. How have you been dealing with it? It may need some tweaking, but it’s your purpose and your perspiration. By that I mean it’s what you are working toward accomplishing in all the tasks you do and the responsibilities you have.
  2. From which activities do you derive the greatest fulfillment and how can you be more directly engaged in those activities? Is it creating a learning activity with a colleague? Perhaps it is in the one-on-one contacts with students whether guiding them in the research process or finding that perfect book for them. Do you love finding new tech resources and apps and sharing them with teachers? There is a long list of ways you connect with your school community that give you a sense of fulfillment and accomplishment. Look for ways to identify them.
  3. What behaviors are you demonstrating at work that are misaligned with who you are? Have you been so upset and stressed that you are no longer reaching out to teachers? Have you been brusque with students because there isn’t enough time in the day to get everything done? Have you unwittingly been telling yourself that teachers are too busy to care about that new app? Make sure you’re doing what you can to build relationships even with colleagues who may have ideological differences.
  4. What do you want to be remembered for by those you’re closest to? When you do retire, what do you want your administrator to be grateful for? What do you hope teachers will still continue to do because you introduced it to them? When students return, what would you like them to say to you about the impact you had on their time in school? Would you want to be remembered for the person you are today or the one you used to be?

You need to be the leader you were and still are underneath all that stress, frustration, and anger. Reflect on all you have to offer and re-ignite your passion for what you do. Don’t let outside forces take that away from you. Consciously bring back that passion you started with and you will bring back your best. You are too important to your school community to be less than that – and your own mental health will benefit from being aligned with you living from your values.