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The Return of Imposter Syndrome

I posted a meme recently which asked, “Do You Talk to Yourself? I know I do, and I know I’m not alone. But the more important question is, “What are you saying to yourself?” Because most of the time, we’re not very kind.

For some reason, we say things to ourselves we would never say to a friend or anyone we like. Our self-talk is overloaded with negative comments, putdowns, and impossible comparisons. Most of the time, it’s about small little things we did or didn’t do. Other times, the negative self-talk becomes much harsher. Especially when we’ve taken a big step. We accept a new position or we are going to give a presentation. Now what we hear is: “You are in over your head,” “What makes you think you are such an expert?” “Others are so much better at this than I am.” “I am a fraud.”

Welcome to Imposter Syndrome. I have written about it before (once in September 2021 and again in December 2021) but it felt like time to revisit it. It’s something both new and experienced librarians face. And if you listen to that voice, it can stop you from taking on new opportunities and keep you from growing as a leader.

To combat this insidious (and erroneous) voice, Marlene Chism wrote How to Push Past the Imposter Syndrome and offers three ways to get over that bleak self-view:

  • Shift Your Focus – When Imposter Syndrome arrives, you are focusing on yourself. Positive self-talk is not always strong enough to defeat it. What can help more is to focus on your values, on what you care about. Which of your values will you be expanding in that new position? Talk to someone who is passionate about something you care about and get their views. Chism says you don’t feel like an imposter when “you are giving value or being curious about others.” Shift to see what you are offering.
  • Rewrite Your Narrative – Some believe that Imposter Syndrome should be welcomed as the price you pay for growing. According to Chism, accepting that narrative is not good for your mental health. She recommends you see it as your opportunity to learn. Yes, you’ve grown to a new level – but you’ve earned that growth. You’ve done the work, and you deserve to be proud of this next step.
  • Stop Competing and Comparing – Sometimes you are “faking it till you are making it” because you’re in a new place, and yes, maybe you are a bit of an imposter because you’re starting out. But remember, this is part of your process for growing. We all have our strengths – and weaknesses. The person who you think is better than you in this new field might not be able to to do what you can in another area. Recognize and accept both your strengths and weaknesses. Think like an athlete and focus on your performance. How can you build your strengths? Are there weaknesses you need to address? Who can help you do this?

Imposter Syndrome will make its reappearance many times in your life. It can be paralyzing if you don’t take the time to dismantle it. Noticing when it has arrived can let you recognize where you are growing. Don’t let it stop you. Failing isn’t fatal. It’s another step in the process. And something to think about: Imposters don’t get Imposter Syndrome.

Posted on by hildaweisburg

Vary Your Leadership Style

Just as people have a style of speaking and dressing, so too do they have a style of leadership. This might not be something you’ve thought about consciously, but you do have a way you lead When you become aware of it, you can use the one that best support your success in a given situation.

When I’ve spoken on leadership styles, I discuss that I lean into that of Native Americans who espouse Servant Leadership. As the term suggests, this style views the leader as working for the good of the people. For school librarians, focusing on helping others be successful is a natural part of what we do.

Whatever your style is, it probably comes so naturally to you, you don’t usually think of changing it, but there are times when servant leadership is not the best for managing a situation. As leaders we need to be aware of those occasions and know what style we need to draw on to be the most effective. In his blog post, “Are You Using the Most Appropriate Leadership Style? Paul Thornton says there are three basic styles: Directing Style, Discussing Style, and Delegating Style.

Thornton defines these as:

  • Directing Style – You tell people what to do.
  • Discussing Style – You collaborate with others asking for ideas and opinions.
  • Delegating Style – You give others an opportunity to demonstrate their skills and abilities.

He then speaks with leaders in different fields (fire fighter, professor, hockey coach, minister) to explain how they use these three style in action. It’s a fascinating read to see how they each use these styles to bring out the best results for a given situation. Consider their responses along with mine to see where you use them.

  • Directing Style – This is a good one for emergency situations. You also use it when you give students directions as you begin a project with them or start a class at the elementary level. It’s the style you use when you set goals. It is also useful when there is no place for discussion.
  • Discussing Style – This is how you collaborate with teachers or learn where students are in a process. You want to make sure you hear them. Know what they are trying to achieve. It’s how you are careful not to override them. Long ago when a teacher wanted her entire science class to research the same scientist, I suggested she would get bored reading all the same information. From there together we went onto a more meaningful project. When you’re working with students, you help them discover what they are seeking rather controlling what they find. It’s the style that is essential to making the library a safe, welcoming space for all. This style can also be very effective with administrators allowing you to build a relationship with your principal. Learn what their priorities and goals are, then find positive things to share that reflect how your work supports this such as a great project students did. Spotlight both the teacher and the students for the project.
  • Delegating Style – Beth McGinnis-Cavanaugh, a professor of engineering and physical sciences, says, “Delegating requires students to take charge of their learning and performance. This approach teaches students how to advocate for themselves, ask for help, communicate, seek needed resources and work independently.” We need to give students choice and voice so they discover their own strengths and recognize they can overcome challenges. You might also use Delegating Style when working with teachers with whom you have built a solid collaborative relationship. Having them select from different resources as to where students will be “directed” to begin or creating the Essential Question for the project is empowering.

Most of you are probably using all three styles without thinking about it. However, as leaders we are most effective when we do things consciously. Consider the situation and choose the leadership style you need.

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Tap Into The Power of Adversity

I have come to see that everyone has something stressful and negative going on. I hear of emotional, physical, or financial crises in the lives of friends and family. Professionally, librarians face scary and intimidating situations at work. So, what can we do?

We can slog our way through it. Use various techniques to keep a positive mindset. Work on self-care. While these are good ways of coping with what we face each day, we can take a step beyond them. Years ago, I learned the term “Chopportunity.” Blending the words Challenge and Opportunity, it serves as a reminder that a challenge can provide an opportunity. Knowing the term is great but translating it into action can be a challenge in itself.

LaRae Quy explains how we can accomplish this in This Is How Adversity Can Improve the Way You Think. She notes we tend to say, “when things return to normal,” but Quy asks if you really want to return to what was. This is what a Chopportunity it is. You have a chance to have things be better than they were. To do so requires focused thinking. Quy gives these four steps for doing so.

  1. Find the Philosopher Within – To do so, Quy says you need to know what is true, and how you should live your life based on what you believe to be true. As librarians we know how to find out what is true. Your core values tell you how to live your life based on that. Socrates said, “the unexamined life is not worth living.” If you are unsure of exactly what this means for you, consider writing your eulogy. What would you want people to say about the life you led? Are you living a life that would earn those words?
  2. Look for the Opportunity in Every Crisis – It’s the Chopportunity. Quy says the Chinese character for Crisis and Change Point are the same. Every crisis marks a change. What do you do about it?  Think of what you would want to change about your job and what you can do to make that a reality. In your school, this may be the moment you decide to step up to leadership because of the ongoing challenges in other libraries. You could start some monthly workshops for teachers.  On a larger level, you might marshal your resources from your state and national associations and make your presence known in the fight to defend intellectual freedom. As Gandi said, “Be the change that you wish to see in the world.”
  3. Take a Lesson from the Stoics – Quy explains the Stoics would consider every possible adversity. Senecca advised Romans to “Rehearse your adversity in your mind: exile, torture, war, shipwreck.”  It seems a scary thing to do, but it gives you the opportunity to prepare for the worst, at least mentally. Consider contingency plans for the possibilities. This gives you the ability to react rationally rather than in a panic when a crisis occurs. The idea Quy says is, “when you prepare for adversity, you diminish its bite when it happens.”
  4. Hunt the Good Stuff – Whatever your favorite news source is, the oft-quoted saying “if it bleeds, it leads,” is true. I have switched to music when I’m in the car because listening to the news makes me anxious. Apparently, research has shown that it takes five positive items of information to overcome a single negative one. You may have to work to find the good stuff, but it’s worth it.

Life is not easy, but it’s what we have. What we do with it, how we choose to react when things go wrong or the unexpected happens, is up to us. Consider what how you can grow as a leader – and a person – when you learn how to use adversity as a step to the next great thing.

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Humility, Relationships & Leadership

Since childhood we have been schooled in not praising ourselves. By extension, we’re told that leaders shouldn’t go around boasting about their accomplishments. While there is a time for humility and for bringing others into our accomplishments, there is a difference between puffing yourself up and knowing how to receive compliments. If when we receive one, we turn it away, we not only make ourselves smaller, we minimize another’s opinion. In addition, since this tends to be a habit more practiced by women than men, it undermines their ability to be seen as leaders.

In her blog post, The Risk of Self-Effacement? “Self-Erasement” – Do’s & Don’ts, Leslie Williams explores how this type of humility diminishes you, the work you’ve done, and the person who complimented you. Williams gives six instances of when you might inadvertently send messages you hadn’t intended and how to respond instead.

  1. When Someone Compliments Your Work – This is one of the most common situations. Do you automatically say, “It was no big deal” and/or mention what you did wrong. The easiest way to respond is to say, “Thank You.” This acknowledges that you value what the other person said and what you accomplished. When it fits the situation, you can be generous in giving praise to any who were part of the success. That’s honest humility. A good leader knows how to share the spotlight and promote the work of others. Doing so not only builds relationships, it also builds advocates.
  2. When Disagreeing – Own your opinion but do so respectfully. Your goal usually is to convince them to see your point of view. Williams says they are not likely to do so if they sense your disdain, Also, don’t feint agreement, by nodding and smiling. As Williams says, if you disagree, “don’t make nice.”
  3. When Asking a Question – Williams cautions you not to say “I have a stupid question” or other ways of minimizing what you are about to ask. Say outright, “I have a question,” or state you wish to propose another perspective or issue. Own your curiosity and desire to learn more.
  4. When Negotiating Salary – After making sure you are aware of the salary scale for the position you want, know all the things you bring to the table What courses or certifications might add to what your new salary will be? What volunteer work shows your leadership, collaborative, and problem solving abilities? How confidently you present yourself affects the respect and value the administration will place on you – as well as your salary.
  5. When Managing Your Career –Too many librarians are so grateful to be tenured, they fail to read the handwriting on the wall. They are afraid to try to move to another district and only do so when their job has been eliminated. You are in a much stronger position when you still have a job than when you are seeking one. Don’t bad-mouth the district you hope to leave, but instead focus on what you feel you can achieve better in this new district – and all the qualifications you bring with you.
  6. What About You? – How self-effacing are you? Williams asks you to watch yourself over the next week. Try to catch yourself when responding or acting in a self-effacing manner. Record the action. Later, reflect on what caused the response. How did you feel in the moment? What could you have done differently? Is there a way you could have owned your success? And think about what the long term cost to you could be if you continue to respond this way?

Humility has its place. So does recognizing your accomplishments and successes. There’s no need to boast, but know how to accept praise, ask questions, and manage your career. And the more you are able to hear and accept praise, the more likely you are to take the next risk to grow as a leader.

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Start By Reviewing

The new school year is underway. Believe it or not – this can be a good time to review. Ask yourself, what do you want to achieve by the end? How will you get there? Which of your leadership skills will aid you in the journey?  What do you still need to learn? This is also a good time to ask what threats, such as the existing attacks on school librarians, can work against you? What conditions exist in your school, district, or on the state and national level can you use or learn into to take your leadership to a larger level?

To answer these questions, consider doing a personal environmental scan. While I usually prefer a S.O.A.R. analysis (Strengths, Opportunities, Aspirations, Results) because it keeps us from focusing on the negatives, in this case doing a S.W.O.T. analysis (Strengths, Weaknesses, Opportunities, Threats) can serve you better. You have leadership skills that are working for you. You also have difficulties in some areas, places where you need and want to grow. By taking a close and unemotional look at these, you can create a plan to guide you through the year.

With your scan in mind, Jay Sidhu’s blog post, Essential Lessons for Leaders provides a review of what you know while offering the following concepts and ideas for moving forward:

  • Leadership Qualities – Although you know many of them, Sidhu starts with the reminder that a leader must have a Vision, Mission, and Strategic Plan to achieve goals. His recommendation is that a leader must master their internal and external environment. Your S.W.O.A.T. analysis helped with that. He then adds the need to be “passionate about continual improvement,” which I hope you do as a lifelong learner.
  • Building Alliances – For us, this translates into advocacy which rests on continually building and maintaining relationships. Listening is key to achieving this along with awareness of the goals of others in your school and district. To successfully build a relationship ,you need to prove yourself important to the other person’s well-being and success. What do you teachers feel they need? What do they want? How are you or can you meet those needs and wants? Ask this question about students and administrators as well.
  • Learning to Be a Leader – Sidhu states a leader is a continuous learner. This not only means keeping up with the newest changes in technology, it also means understanding curriculum needs, district goals, and growing and developing as an individual. Use role models and mentors to help you. Identify leaders you admire, in the world or in librarianship. Reflect on what they do and how they are that caused you to admire them. Do you manifest any of those qualities? Can you work on acquiring the ones you don’t have? Risk learning by doing. Step out of your comfort zone and take on a bigger job in your state or national organization and ask someone who has done it to mentor you.
  • Knowing What It Takes – Sidhu brings us back to the beginning by wrapping his post up with a reminder to be clear about your Vision and Mission. As Yogi Berra famously said, “If you don’t know where you are going, you will wind up someplace else.” Review both.  Missions in particular change over time as our roles change and expand. Keep your Vision and Mission in a prominent place so you—and others – see it every day.

I keep in mind the AASL Vision, “Every school librarian a leader; Every learner has a school librarian.”  Our students, teachers, and administrators need us to be leaders – and learners. Take this time as your school year starts to get clear on your vision, discover what you need to learn, and understand how you will be a leader.

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The Power of Telling Stories

We’re librarians – we love stories. Elementary librarians tell them to kids all the time. When I was a high school librarian, I often used Patricia Polacco’s picture book Pink and Say to connect students emotionally to the Civil War before beginning a research project on the topic. Ask a group of librarians for their favorite book and you’ll be in for a spirited conversation.

But there is danger in stories, too. The stories we heard told by people of certain beliefs, along with the stories we tell ourselves, can lock us into a rigid way of thinking unless we are exposed to newer ones that reveal what we hadn’t seen. Whether the readers are children or adults, stories can help us understand a world bigger than ourselves, bring out our empathy and broaden our perspective and understanding.

What is it about them? Why do they impact us so deeply?

The answer is emotion. Stories touch the deepest places inside us—for good or ill—and help make us who we are. I frequently remind school librarians that while data is great, it needs emotions to send that information home. A powerful story can break through an idealized belief.

As leaders, the emotions we create and develop in the people we support make a difference in our ability to grow – and protect – our programs. In Scott Van Voorhis post Looking to Leave a Mark? Memorable Leaders Don’t Just Spout Statistics, They Tell Stories he discusses how if you want people to hear and remember your message — tell a story. How does this help? Here’s some data (funny, right?) about story:

  • Measuring Memory – A research study conducted by Thomas Graeber (Harvard Business School), Christopher Roth (University of Cologne), and Florian Zimmermann (University of Bonn) revealed differences in how long we retained different types of information on beliefs. They found that a story’s effect faded by about one third within a single day. A statistic faded by 73% in one day. The reason why stories last longer in our memories is that they usually have “distinctive details or context” which help us remember them. Being abstract, statistics and numbers give our memories less to cling to. Van Voorhis says these are also more likely to get jammed by other irrelevant information. So much for your beautiful charts and infographics.
  • A Story That People Will Remember – To be effective, a story needs a strong relationship to the data you want to present. If you are trying to get additional funds for books, focus on a subject of interest to your audience. Talk about something outrageous in it. Having the book with you helps. Some examples from my past life as a high school librarian in the late 1980’s: A book that said Harvard was only for males. A book that said the Conquistadores brought civilization to the “natives.” A biology book that didn’t include DNA. All three together created a story that showed students, teachers, and administrators the importance of updating a collection and how our knowledge and presentation of a subject grows and changes.
  • Beware Extreme Stories – While I hope none of us will be guilty of this, it is wise to be aware of this caveat which Van Voorhis uses to conclude his post. As he showed, stories by their nature are more easily remembered. We are attracted to them, and because of that conspiracists, among others, use them freely to send their message. They raise stakes, create drama and conflict where there may be none. Too many of you have been at the receiving end of these extreme stories. Hopefully you can change that narrative with empowering and truthful stories.

The bottom line is a good story has more power than any piece of data no matter how artfully that date might be presented. Start telling you stories. Share them widely and encourage others to do so, too. We are natural storytellers. Let’s use this talent to support our leadership and our schools and send our message of why libraries are valuable to everyone.

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Be More Effective

According to Merriam Webster, effective means “producing a decided, decisive, or desired effect.” A second meaning for the word is “ready for service or action.” You obviously want to get certain tasks done during the course of the day, but are you doing this effectively? And if not… why not?

When you sit down at your desk, are you completely ready for action? Or do you start by straightening things up, putting off the moment when you begin? Even after you have begun, there are so many things that can and do pull you off track. It’s no wonder that by the time you finish for the day, it’s frequently later than you had planned, and you are often feeling battered and thoroughly exhausted.

In his blog post, These Three Questions Help Our Effectiveness, John Keyser quotes David Emerald’s 3 Vital Questions: Transforming Workplace Drama, observing how the approach is simple, helpful, and insightful. The responses to these questions require reflection which Keyser guides you through. As usual, even though this post is intended for business leaders, you are leaders, and it does apply to all of us.

Here are the questions and the process for responding to them (italics are based on Keyser’s emphasis):

  1. Where is my focus? – Take time to notice where your thoughts are going and if they are pulling you off track. Ask yourself: Am I focused on where it should be? Am I listening to what my teachers really want/need? Have I heard what the student was really looking for? Do I communicate my appreciation for what they do? Do I let teachers know I am grateful when they take a chance and work with me? When I am helping others, am I focused on doing my best so they do a great job? Do I do it all with kindness or am I abrupt and thinking about getting back to a task? In the process, am I giving feedback in positive ways that can be heard? You won’t be able to do all of these at once (or immediately) but keeping them in mind will help.
  2. How are my relationships? – Keyser says, “Relationships matter greatly” and this is no surprise to us. I have repeatedly stated we are in the relationship business. If we aren’t building relationships, we will be out of business. To do this, Keyser recommends one-on-one conversations. Every interaction, planned or spontaneous, is an opportunity for starting or building a relationship.
  3. What steps/actions am I taking? We cannot ignore the truth that everything we do has an impact. The smallest step in relationship-building leads to more steps. The clearer your focus, the better your results. To-do lists and priorities are recommended as always as a way to see your progress and know that you are moving in the right direction. Keyser recommends you have only three items on your to-list, and these should be the ones that will produce the most significant outcomes. (In other words, don’t just pick the easy ones.) Be hones with yourself – what will move you toward your most desired result.

You probably won’t go through these three every day. However, if you do this at the beginning of the work week and then review them again at the end, you’ll see the results as well as where you want to do things different. The process and practice of self-reflection and self-evaluation is good to develop and will lead to great effectiveness.

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Combatting Decision – and Leadership – Fatigue

Most people aren’t aware of how many decisions they make over the course of the day. Starting with what to wear, what to have for breakfast and continuing from there, is it any wonder that by the end of the week (if not sooner) we’re unable to make a clear choice? This is known as Decision Fatigue – the mental exhaustion that results from the toll all our decisions take on our thoughts and resulting in the difficulty, or even inability, to make more decisions.

The most notable cure for Decision Fatigue is the Eisenhower Decision Matrix (also known as the Urgent-Important Matrix) which recommends identifying which of the decisions you need to make are urgent and which are important. Some are both, some neither, and some one or the other. The big takeaway that is not always mentioned is that once you make a firm decision, you are able to relax because all the other possibilities are not churning through your brain.

Personally, I was recently in such a state. I had a significant interruption in my personal life, and I was about to work on a fall class for which I was scheduled where there were some tech issues that were concerning me. My program leader, hearing of my personal issue, offered to replace me. My first thought was to reject the offer because this is work I love. But on examining urgent and important, it became clear that I needed to accept it. I did, and it’s amazing how much calmer I am as a result.

Decision fatigue is endemic in leadership, and you are a leader so you need tools that can help you when this happens. In addition to the Eisenhower Matrix, Art Petty offers seven other ideas for managing this in his blog post Leadership Fatigue Is a Thing –Make Time to Recharge offers seven other ideas for getting past it.

  1. Center on your purpose as a leader – He asks how do you want to be remembered? What impact do you want to make? And what help do others need from you? My recommendation is focus on your Mission statement. It will help you decide what’s urgent and /or important.
  2. Adjust your attitude through Beginner’s Mind thinking – When you are a beginner, all is possible – but that can’t last. Petty recommends “suspending judgment and seeking first to understand.” He finds this leads to a deeper level of calm and the opportunity for new discoveries.
  3. Treat the workplace as a living laboratory and start experimenting – As with the above, this brings freshness into your day. It will spark the enthusiasm that disappeared when your decision fatigue took over. Try a new approach. Look for a new way of doing something. And consider asking, who else can handle this task (which is part of the Eisenhower Decision Matrix)?
  4. Commit to creating value at every encounter – How you can impact, improve in some way, what the other person is experiencing? A quick suggestion to a teacher or well-chosen words of encouragement to a student can bring a positive response from them which, in turn, gives you a lift. It restores that enthusiasm. Petty (and I) recommend you keep track of these encounters.
  5. Get physical to rejuvenate the mind and body – It’s amazing how physical activity supports our success. For me, walking outside restores my whole being. I take time to breathe deeply which helps me have a positive mindset. Add meditation if that speaks to you All this helps in erasing the drain of decision fatigue.
  6. Reinvent your career without resigning – Look at interesting possibilities that capture your attention and passion within our world. If you belong to AASL or another national library organization, you might consider doing occasional blog posts for them. This practice can help you identify the important things in your life, promote your leadership skills, increase the presence of your library and give you a sense of satisfaction. Maybe you could join a school committee or drop one that’s draining, boring, and/or accomplishing nothing.
  7. Do something completely different – What fills you up outside of your work. I have many friends who are quilters in addition to being library leaders. Do you like to draw? Have you considered writing a book? What possibility engages your mind and passion? Once you add it you will have something else bringing enthusiasm into your life.

Recognize when decision fatigue is making your work – and therefore personal – life draining, exhausting, and lacking the feeling that first made you love what you do. Decision Fatigue will happen. When you know how it affects you, you can learn how to deal with it so you can continue make a difference in the lives others – and decide what to make for dinner.

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Librarians Lead and Manage

I’ll never stop saying this – You must be a leader. It’s the first of your five roles as a librarian according to the AASL National Standards for School Librarians.But you also have four other roles: Instructional Partner, Information Specialist, Teacher, and Program Administrator. How do those fit into your work? When you think about these other roles, are you a manager or a leader?

For many of us, it depends on the situation. To get clear, look at your Mission and Vision statements. Your Mission is your Perspiration (the work you do). Your Vision is your Aspiration (what you’re working toward). Each of these roles supports both.

As an Instructional Partner, you may have initiated the connection as part of attaining your Vision. While you are engaged in the partnership, you are mostly managing it, although there may be times you are leading such as when you guide the teacher in developing what you will be doing together.

In your role as Information Specialist, you lead the way when introducing new resources into the curriculum. You help teachers master them, either by giving them one-on-one help, sending an email about it, or doing a grade/subject level meeting professional development workshop.

When Teaching, you’ll probably find yourself managing the class. However, you also will have an Essential Question which will lead students to think outside the box. As a leader, you are also thinking of ways to publicize student learning to show the value of the library program to people in and outside the school

Administering the library program requires developing a budget and planning for the future. This part of the task requires leadership and looking into the future for what your program needs. In maintaining the budget and curating sources you will use, you are managing.

When you’re having trouble seeing yourself as a leader, reflect on what you do to make the library indispensable to the educational community. Your leadership is there. You exhibit many of the endless lists of leadership qualities described in numerous business articles.

If you’re having trouble seeing some of your skills, Bart Finelli’s came up with Five Qualities That Set Leaders Apart from Managers. These three are in a librarians’ toolbox:

  • Leaders are coachable themselves – Even as we bring those new resources in our role as Information Specialist, we are always on the lookout for what the next one will be. In our search, we go to conferences, attend webinars, and belong to Professional Learning Networks. We know changes come fast and in order to bring it to our schools and districts we must be role models for lifelong learning.
  • A leader’s actions match their words – Almost all lists of leadership qualities include integrity. That is taken to mean you can be counted on to do what you said. You keep confidences, and people trust you. But this statement goes beyond that. You say the library is a safe, welcoming space for all. You speak of the importance of Intellectual Freedom. But are you living those statements? These are challenging times, and you may have to make difficult choices. Are you living your code of values? It’s tough but be honest with yourself.
  • Leaders are entrepreneurs – This is your Vision at work – and also your role as Program Administrator. You want to grow your library program, but money is scarce or non-existent. What do you do? Many of you have become expert at finding grants or using DonorsChoose.org. You find local businesses who contribute their knowledge/talent or sometimes materials for your Makerspaces. You not only think outside the box, you no longer have a box.

It’s summer vacation, and I know you are using the time to learn and grow even as you take the needed to time to rejuvenate. As you relax, reflect on your accomplishments, notice your moments of leading and managing and what that’s brought your students and your school. What you do is important, and despite the many challenges you keep going. You are a Manager. You are a Leader. You are a Rock Star.

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Leaders Are Always Learning

I spent last weekend at the ALA Conference in Chicago. While the weather made the trip home interminable, the conference was well worth it. Spending days learning and being in the presence of leaders is always rejuvenating and inspiring, and it reminded me that opportunities to learn are everywhere.

When it comes to professional development, much is discussed about the benefits of mentors, but don’t estimate the power of role models. At a conference you can hear leaders you admire speak at various presentations. What may be surprising to many conference newbies is that you can approach and talk to them, and, if they have time, they will take the time to respond to questions. And as you watch them, you can take note of how they present themselves. Their body language and how they speak gives you a window into how leaders are. Remember, they weren’t always leaders. They followed a path, and if you are willing to leave your comfort zone, you can do so as well.

You may not be able to attend a national conference (and for my foreign readers these may not even be available for librarians), but you can seek out your local or state/territory leaders as role models – and perhaps have them become mentors. What is important is that you start thinking about what you want the course of your career to be, find the people who are already there, then look for ways to learn from them.

And it doesn’t only have to be library leaders – you can learn from anyone who is in a leadership role, regardless of the field and whether or not you believe they are a good leader.  CEO Nadine Young offers these lessons for future leaders:

  1. Leadership has nothing to do with your job title – Leadership is about behaviors not about titles. We have all had administrators who weren’t leaders. Sometimes it was their secretary who was the true leader – and they obviously didn’t have a title. When you propose a new program or seek to make changes in how the school library looks or functions, you are being a leader. When you pitch in to help with an administration initiative or a teacher project, you are being a leader. Leaders are visible.
  • Harness Your Inner Teen – This is very original and worth considering. It doesn’t mean the rebellious teen who argues with everything, but rather the passionate adolescent. Like Young, I can remember saying, “when I am older, I will ….” Mostly, it was never to forget what it was like being a teen. It was also about keeping my word, as some adults didn’t – especially something they promised to a teen. As Young suggests, recall what behaviors of others crushed you. What and who inspired you? What was it that had you say, “I can’t wait until I am old enough to …?”
  • To Lead, You Need to Follow – Leaders who think they can do it all themselves are destined to fail. Listen to your colleagues. Listen to what students are saying and be conscious of their feelings. I am a strong believer of the adage, “If you want to go fast, go alone. If you want to go far, go together.”  You also are following by leading from the middle. When you are doing that, you should be observing the formal leader as a role model. Even one who does not lead well can be a role model for what you never want to do.

Make the most of however much downtime you get over the summer. Use these days and weeks to be with family and friends. Be kind to yourself – and the family who supported you through it. And as you look to the future, look for the current leaders who will guide you. If you are fortunate, one whom you admire might be willing to be more than a role model and become a mentor.