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Happiness is…

No one is happy all the time, but if you can’t recall recent moments of happiness, you are harming yourself as well as your ability to be a leader. The harm to yourself comes from the chemicals your brain produces when you are stressed or angry compared to those produced when you are happy. Your body needs the benefits of those endorphins to get you through your busy days.

The harm to your leadership ability results from how you present yourself to the world because, in addition to the negative feelings, your face shows it when you are sad, angry, or stressed. No one enjoys spending much time around people who are often unhappy or upset.

The good news is you don’t need large doses of happiness. Even fleeting pleasures can boost your mindset and last for quite a while. The challenge is to identify – and then capture – them in the moment. When something drags you down, if you continue finding these happiness-promoting instances, you will feel happy overall. And that happiness will be seen even through a KN95 mask.

In his in depth blog What Leads to Happiness? Greg Vanourek lists 20 ways you can bring more happiness into your life. Here are his first 10:

  1. Regular exercise and physical activity –. You don’t have to train for a marathon or spend hours exercising. Just include 10-15 minutes a day on your to do list. And especially for those of us currently in winter, do what you can to spend a few of those minutes out in the sun when it appears. Research suggests getting out into the fresh air has an immediate positive effect
  2. Acts of kindness, service, and generosity – The getting is in the giving. When you help others, there is a boost to your sense of self. Take time to notice the small and many opportunities where you can give to others but make sure not to do this at the expense of your own needs and boundaries. Don’t turn giving into a burden or a drain
  3. Purpose and meaning – Knowing that your actions are producing something of value and making a difference is a cause for happiness. Know and notice your “why” when you engage in any activity, including those connected to your job.
  4. Relationships with others – Humans are social beings. As the pandemic proved, it harms us when we can’t interact with others. Don’t let your tasks and responsibilities keep you from spending time with the people you care about and who care about you. You offer support for each other as needed, and it just feels good to be with them. Vanourek says ‘According to many researchers, strong social relationships are the most important contributor to enduring happiness for most people”
  5. Goals and aspirations – This is related to #3. If you know where you are going – and why you want to go there is joy in the journey. As you achieve the small steps, your sense of accomplishment makes you happy.
  6. Authentic expression of self – Be true to who you are. It saves a lot of energy-draining effort. Being a people-pleaser or focusing on what other people think diminishes you and your happiness.
  7. Anticipation – An upcoming anniversary, graduation, or other event in your life adds pleasure. Savor it. If necessary, look to put something on your schedule that you can look forward to.
  8. Gratitude – Recognizing what you have in your life and being thankful for can keep you from focusing on the negatives. Taking a moment to be grateful can give you a happiness boost in the midst of a gray day.
  9. Experience – While something is happening, take time to notice and enjoy it. Do what you can to stay in the moment. Appreciating enjoyable times whether it’s dining out, seeing a ball game, or being with a friend boosts your happiness.
  10. Learning and developing – Mastering a new task or learning something new makes you feel good about your accomplishments. Consider ways you can share your new knowledge for even more happiness.

Happiness is many things. It’s not the huge events that are responsible for making us happy on an everyday basis. It’s the small moments that can make all the difference once we tune into them. When you can take the time for joy and notice what is already good in your life, your happiness will shine and others will enjoy being in its presence.

Posted on by hildaweisburg

Reach for Your Leadership Vision

I often write and speak on the importance of knowing your Mission and Vision. Missions focus on what you do. It’s your purpose or your “perspiration.” Visions are your “inspirations” and “aspirations.” They are where you would love to have happen. Both grow from your core values, your philosophy. And you can’t reach your school library Vision unless you have one for yourself as a leader. Without that self-Vision, it is difficult to step out of your comfort zone and the take risks leadership requires.

In Think Deeply About the Leader You Aspire to Be, Art Petty suggests you “mine for early influences and marry them to future aspirations to develop a clear picture of your desired leadership self.” Connecting what you’ve seen and done with what you want can guide you in constructing your leadership Vision using the following four steps:

  1. Start by exploring your leadership inspirations – Look inwardly and widely. Consider the values you hold. What are you passionate about? Who are the people you admire in librarianship and elsewhere? Why do you admire them? Petty suggests you look at the behavior of those people. If they had a direct contact in your life, how did they reach out to you? I became active in school librarianship and began writing because of the people who reached out. Their trust and belief encouraged me to leave my comfort zone.
  2. Spend time reflecting on your best self – Think of those moments when you were proud of something you did as a leader. You may have put together a difficult project or you gave a workshop for teachers, and they were all engaged and participating. Consider what you did to make those instances happen. What aspects of yourself as a person did you draw on? Think of the values that motivated your behavior and/or achievement. Look to the moments when you were proud of yourself and your behavior. It may have been how you connected a reluctant reader to the perfect book. Perhaps you turned a confrontation into the start of a relationship.
  3. Your Leadership Aspirations – Imagine this was your last year at your current position. You’re either moving on or retiring. What would you hope your students would say about their library experience? How about teachers and administrators? Take time to think about the legacy you want to leave, the impact you want to have, as a librarian and a leader and from that, pull out the pieces you want to include in your Leadership Vision.
  4. What’s most important to you as a leader? Petty recommends answering the following questions:
  • What do I care most about doing and achieving as a leader?
  • How will I guide, teach, and coach?
  • How will I support creating great results through others?
  • How do I want to affect those I come in contact with along the way?

My Leadership Vision is “School Librarians are recognized everywhere as vital leaders.” I know it will never be universal, but I always work to be a force for change. It inspires all I do.

Taking the time to see yourself as a leader and the impact your leadership will have on your library can inspire and should inspire you. Reach high and fearlessly create your own leadership Vision.  

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Being Human

What does it mean to be a human? The biological definition doesn’t come close to the contextual meaning and the layers the word means to us. Over the years I have discussed many qualities of leadership, but human wasn’t one of them. A post by Kerry Azar, Great Leadership is Radically Human, has me thinking that I had missed an important quality. It encompasses much of what constitutes Emotional Intelligence, but goes beyond that to a new level.

Our first thoughts of what a leader is tends to focus on their dynamism and vision. Someone who gets things done. This is true, but it’s only about the “doing.”  We are human “beings.” How we act and behave is more important. In our dealings with others, we need to be human. Being that way is how great leaders behave.

In her post, Ms. Azar writes of being “radically human.” She defines it as, “showing up (in) more transparent, authentic, vulnerable, empathetic, passionate, and compassionate ways.” When you are human, you behave as such wherever you go. Others respond on a deep emotional level to that kind of leadership. Think of the administrators you have had who you admired and loved working for. They were undoubtedly human beings. They cared. They pitched in when needed. They were supportive. You felt safe in going to them with a problem, knowing they would help.

We all know humans make mistakes. Being transparent and vulnerable about these mistakes makes you real. You don’t hide your doubts. You welcome input from others. We are never perfect. Accepting that in yourself and others creates that safe, welcoming environment we strive for in our libraries.

Being passionate shows our values and core beliefs. Anyone who meets me knows I am passionate about school librarians being leaders and intellectual freedom. Letting your passion show lets people know what matters to you as a person. It also gives them the freedom to share who they are. This is how relationships are built. And we are in the relationship business, so being human is good for our work.

Azar also talks about “kintsugi,” a Japanese art form which repairs broken items by putting them back together using precious metals. The restored item doesn’t look like the original but it “maintains the integrity of the original creation while creating something even more beautiful and enduring. Kintsugi is a suitable metaphor for how a great leader deals with our pandemic-challenged world. When we view it as creating something new amidst the broken and perhaps something better, we help ourselves find the direction forward. This allows us to lead the way, helping others do so as well.

Being radically human isn’t easy. Azar suggests we take time to ask, “how am I getting in my way”, not to look for where we’re making mistakes, but rather to look for how to be more transparent, authentic, vulnerable, empathic, passion and compassionate. When we do that, we will find our way forward and be able to grow through what life brings us.

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Courage Sees You Through

The Wizard of Oz was on television over the Thanksgiving weekend, and every time I watch, I learn something new or am reminded of ideas that have gotten buried. This time I was struck by the triumvirate who were Dorothy’s companions and support on her journey. The Scarecrow, Tin Man, and Cowardly Lion represent three qualities necessary for leadership: brain, heart, and courage. You need Brains to plan. Your Heart guides you and brings you the relationships that strengthen you. And then there is Courage. Courage makes it possible for you to take the risks to change what is and go forward into unknown territory.

As the avatar for Courage, the Cowardly Lion is frightened most of the time. He often wants to retreat, but the Scarecrow and Tin Man haul him back. In the end, his true courage comes through because his commitment to Dorothy is so strong.  Like the Cowardly Lion, you need to be courageous in the face of fear and your commitment to your Mission will be what helps pull you forward into leadership, change and whatever risks may be necessary for both.

Summoning that courage is not always easy, even when you have the brains and heart to know you must leave your comfort zone. In her post, “Why Courage Is Essential If You Want Power Over Your Life,” LaRay Que notes we all fear the unknown.  Fear can paralyze us, keeping us huddled safely within the walls of our library. But in the long run, the walls won’t keep you safe. Staying hidden is the behavior of prey. While I am not suggesting you be a predator, you do need to soar.

How do you soar? How do you get past the grip of fear? Que says you begin doing it by acknowledging your emotions. Trying to pretend they are not there doesn’t work. Fear is a strong emotion that brings out our bodies response to threat. Our cerebral cortex, the logical processing part of the brain, cuts out. Our lower-level brain (commonly referred to as our lizard brain) takes over, and we go into flight/fight/freeze. Professionally, freeze means we stay quietly where we are.Que says, “Courage begins by examining your emotions.”  She recommends making a two-column list of pros and cons. As you see where the gains are and what might hold you back, you can begin to make a reasoned decision about what you should do. She recommends these three ways to make this work for you:

  1. Identify the call or challenge that is in front of you – What is the “why” for doing this? What will it give you as a result? How will you grow as a leader? As a person? What might you lose or miss out on if you don’t do it? One example might be stepping up for a leadership position in your state school library association. Or moving up to a national association for librarians. You could gain experience, connections, confidence – or miss out on all of this if you freeze.
  2. Pinpoint when emotional courage is needed – Where is fear rooted? What will you need to do that is creating your high-level anxiety? Consider where or to whom you can go to talk this out. Plan how you might handle it if and when it occurs. With a plan or support in place, your mind becomes calmer about the possible situations, and your fears diminish. They won’t go away entirely, but like the Cowardly Lion (and Wicked Witch or no Wicked Witch), you will push through it.
  3. Claim power over your own life – I love this idea. We do what we can to not to let others control us (professional and personal responsibilities we cannot avoid not withstanding). The same should be true of fear. Don’t let it decide for you. You can control your reactions and behaviors when fear comes up. There will always be something to fear. Don’t let that stop you from doing what you know you should do or from the results you are looking to have.

Part of the magic obvious to the viewer in The Wizard of Oz, is that all of Dorothy’s friends already have what it is they think they want – brains, heart and courage – and she needs all three to get what she needs. This is true for you as well. You’ve got big goals. Your head and your heart know the way forward. Embrace your courage – it’s definitely in there – and if necessary, give yourself a medal.

Posted on by hildaweisburg

The Centrality of Trust

image from Wavetop via Canva

Trust is the foundation of relationships. And we are in the relationship business. It is through relationship we build the collaboration with teachers – and administrators – which engages students in meaningful learning. Building trust requires trusting yourself and the willingness to trust others.

We have had many successful experiences that began with us not knowing everything necessary to do a task. In those cases we either get the information through our research or from the knowledge of our colleagues either locally or in social media. We may not know the answer – but we can find it. This builds our trust in ourselves

Trusting others is somewhat more difficult, but relationships are a two-way street. Most people have had an occasion where someone violated their trust. To build a relationship, you have to give trust even before it is accepted. This is not about sharing your deepest, darkest secrets. It’s letting people know who you are as a person and following through on what you say, which makes it safe for them to share themselves with you.

In How Successful Leaders Build Trust with Their People Lolly Daskal discusses “trust-inducing behaviors” which build relationships.  You probably exhibit many if not most, of these, but it is helpful to be aware of what you are creating. Work on any you find challenging. Many of them weave together. Here is her list of eleven behaviors:

  1. Being accessible – Of course you are… except for when you are feeling rushed and harried. You can’t always just drop everything, but you can ask when you can get back to someone. Being honest about where you are, combined with being available when you say you will be, builds trust.
  2. Being confident – It’s not arrogance. It’s being efficacious. When you are confident, teachers and students know they can count on you to help them. People come to you for what you know or what you can do to support them. Be willing to show them they’re right to trust you for this.
  3. Being credible – We build credibility when we are willing to share both our mistakes and our successes. Acknowledging our goofs, large and small, along with our wins lets people see we are human. Admitting we are wrong doesn’t make us less in the eyes of others. It makes usmore worthy of trust.
  4. Being honest – There are times when we might want to skirt an unpleasant truth but telling hard truths builds trust. People know when you’re avoiding saying something. Instead, pause to choose your words and give honest feedback.
  5. Being supportive – Others make mistakes, too. If theirs has a direct effect on you, it might be hard not to jump on them for it. Go for “being honest,” and acknowledge it happens to us all (“being credible”). Look for the lesson you both get. If they are sharing something that doesn’t have to do with you, be prepared to listen (“being accessible”). If they ask, you can help them find a solution or fix. Your support will build trust.
  6. Being dependable – Keep your word. When you make a commitment, see it through. You build trust when you can be counted on to do what you say.
  7. Being consistent –We are known by our actions. Our actions must match our words. Students – and teachers – need to know how you will react. If you allow them to behave one way on a given day and then rebuke them for it on another, they will not trust you.
  8. Being open – Listen to others. Show by your actions that you see and care about them. Give them the space to give you honest feedback. When people know you listen, their trust will grow.
  9. Being empathetic – Everyone is dealing with something. We try to put it aside when we get to school, but it is there, and sometimes it is significant. Despite what they are showing on the surface, be attuned to the body language and behavior of others. It will help in your dealings with them, and when you’re “being open” and “being supportive”, they will share as needed, further building trust.
  10. Being appreciative – Acknowledge the success of others. In collaborative projects, give them the limelight. Emails or, even better, hand-written notes brighten someone’s day. They also realize you see them.
  11. Lead from within – Take trust very seriously. When you display the previous ten behaviors, people feel safe in having a relationship with you because you are trustworthy. This allows you to be an effective leader.

Good leadership begins with trust. Leadership is not something you take on when you want to get a project done. Leading is how you interact with people every day. By acting in the ways listed, people recognize you are a leader and someone they can trust.

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Move Closer to Your Vision

You live your Mission every day. You incorporate your Core Values or Philosophy into all you do. But what about your Vision?

Your Vision is your aspiration. It is how the library will be perceived in an all-perfect world. Although the world is not and will never be all-perfect, if you aren’t moving toward achieving it, your Vision can’t come to pass. It remains wonderful words. A dream that has no hope of becoming real.

So how do you incorporate a goal that won’t completely happen? As always, start small. Develop a plan to take you one step closer to achieving it. When that’s done, review your Vision and determine the one part you will focus on next.

Consider this sample Vision:

The Blank School Library Media Program is the center of collaborative learning, producing creative students who have an appreciation of literature, critical thinking skills, and a respect for others and self, and who are prepared to make a contribution to the world.

First, identify the key concepts of your Vision. In this example, these would be: collaborative learning, creativity, literature appreciation, critical thinking, respect, and possibly activism. It’s a formidable list.

Since collaboration is needed for so much, this is one good place to begin. What do you need to have the library be a center for collaborative learning? Look around your library. Does it promote collaboration? How is the furniture arranged to encourage that? Are there resources that would help? How can you showcase them so teachers and students will use them?

Now that you know what you want to achieve, create a plan to get you there. Will there a be a cost associated with it? Can some of the work be done for free? Can you fundraise? Who are your logical allies? Who will you need to convince? How can you sell it?

The three-step process Paul B. Thornton puts forward in Leaders: Clarify Your Ideas Before Communicating Them, with some modifications, can help you turn your ideas for achieving your Vision into reality.

Step No. 1: Clarify your thinking – You begin this process when you determined which part of your Vision you will focus on. Take time to think about what you want to do first. Yes, there is so much to do, but thinking is doing in this case. Get clear about your priorities, what you have time for, and what might make the biggest initial impact (early wins are helpful for motivation!) Then before going forward, test it out with allies and those you trust.

Going back to the earlier example, you might ask a teacher ally if they thought the library promoted collaboration and how it did so.  Speak to one or two students who use the library frequently. Do they think it is comfortable to collaborate in the library? What, if anything, would make it simpler? How close are their ideas to yours? Share what you are contemplating. Do they like it? Have other suggestions? Fold any new ideas into your planning.

Step No. 2: Prepare Your Message – As Thornton says, you need to engage emotions and address “heart and head.”  Think about why would your audience want this? What would appeal to them (and what’s the emotional appeal)? Hit the big idea quickly and don’t give too many details. They will ask if they need it.

Thornton also suggests blending optimism with reality. Too much optimism makes you sound like a dreamer. Too much reality, and it’s likely to sound overwhelming. Prepare questions that focus your audience on their values and priorities and show how this will mesh with them. Again, try your message out with your allies and make any necessary modifications.

Step No. 3: Deliver Your Message – You have worked long and hard at this. Let your passion and conviction show. Thornton says to make your idea visible, dramatic, and consistent. Use pictures of libraries that have achieved what you want. On the create a space that promotes collaboration example, you could rearrange the furniture to show what the changes will look like.

Don’t let your Vision be just a dream. When you make a plan, create a lesson, consider a new project, look at your Vision and remember what you are always working toward. Every step brings you closer.

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A Librarian and a Leader

If you’ve read my books, my blog or my Facebook posts or seen me speak at a conference you know my most passionate belief: Leadership is not an option for librarians. It’s part of the job description. The National Standards School Library Standards (2018) lists Leader as one of our roles. However, our job description as defined and understood by our districts rarely if ever makes mention of this.

It’s easier to be a leader when your title and description grant you that right. Instead librarians need to create that “mantle” on their own. And we need to make it an ongoing priority. When you are identified as a leader, you are viewed as indispensable. In a world where librarians and libraries are threatened, being seen as indispensable is a worthwhile goal.

What does this mean? It means that when you institute new programs, collaborate with teachers and students on curriculum and tech issues, you look for ways to make certain that the administration and teachers are aware of your role in the process. This way when they think of the building leaders they think of you. Reaching that stage is not simple, but it’s important to work towards it.

Dan Rockwell, “The Leadership Freak”, suggests a possible means of achieving this goal in an internet post on How to Act Like a CEO When You’re Not. This is how I interpret his seven recommendations:

  1. Own your realm: This is about mindset. Of course, you have taken charge of your library and have established your guidelines and decorated to represent your values as a school librarian, but you need to take it a step further. Own the library and the decisions you make as a physical manifestation of how you view the values and worth of the library and you. It is more than a sense of pride. It’s how you present yourself as a leader through the look, feel, and activities of the library.
  2. Set your goals: While you want your program aligned with the school’s goals, it is vital that the goals are significant to you and the library program. Your goal, tied to your Mission, Vision, and Core Values should put your role and the value of the library front and center. Leaders must be visible — even more so when the title doesn’t indicate it.
  3. Don’t threaten higher ups: Never blindside your administrators. When you update them, be brief but keep them informed of what you are doing and why. If they have a problem with what you are doing, it’s best to discover the matter right away. That also gives you the opportunity to discuss it and make adaptations as needed. It also encourages them to reach out to you when and if their priorities change because you are seen as someone they can trust.
  4. Serve six constituencies: Believe it or not librarians do have this many – or at least five. They are: (1) Administrators (You always need to keep them in mind.) (2) Students (Your primary purpose) (3) Teachers (Gateway to students) (4) Parents (So they know what their children are accomplishing because of the library) (5) Yourself (Never forget to “serve” yourself), and (6) And possibly, the outside community- such as the public library—so that more people are aware of the values of libraries and school libraries in particular.
  5. Think big, act small: Your end game needs to be large. Hold as big a Vision as you can for your program. Then map out the small baby steps that will start you on your journey. And then think what’s next after that. And after that.
  6. Spend time with medium-performers: This doesn’t easily translate into our work world. Instead, consider who are your natural allies. Who are the people who like working with you? How can you build on this relationship to develop more allies and get people seeing how vital the library is to their success?
  7. Lead yourself: The oft-repeated reminder to take care of yourself physically and emotionally. Your “constituencies” can’t afford to lose you. Make sure you are on your own to-do list.

Next time when you are in workshop and you are asked “Who are you?” I hope you will confidently say, “I am a Leader and a Librarian.”

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Are You Listening?

We have so much on our plates and too many distractions. We’ve got a huge to-do list and not enough time. People check their phones during meetings – live or virtual. We’re focused elsewhere during Zoom calls without the other participants noticing, and, sadly they’re likely doing the same. Unfortunately, it damages our abilities and interferes with being a leader.

All too often if I am in a rush, when a person on my Zoom meeting is restating what they or others have said, or because I have something I want to say and am waiting for the right moment to jump in I discover I haven’t been listening. Being aware of my tendencies, I can usually stop myself before my tuning out to the speaker lasts more than a minute, but it’s a challenge.

When someone says, “You are not listening to me,” they are probably right. Whether it’s an adult or student we are being disrespectful. In Effective Listening as a Key Skill for a Better Leader, Emma Coffine writes about the importance of this skill for those leading teams in the business world, but their tips are equally important in education. Here are her 7 ways to improve your listening and why they are important.

  1. Get to Know Them – To build relationships, you need to know the person, student or colleague, beyond the superficial that is often our norm. When you know them, you see them as whole people, not just their job persona. That knowledge aids you in paying attention to what they are saying and making sure you are understanding it. When starting a collaborative project, look for ways to put relationship before the task. Checking in to see how the other person or persons are feeling may sound like wasting time, but it smooths the way for what follows. It shows you care and value them.
  •  Make This a Priority – Knowing something is essential and making it a priority are different things. Improving your listening skills is not something to fit in when you have time. It affects all your interactions. Each encounter is a way to build a connection. Coffine notes that making it a priority affects your mindset. As you recognize the importance of truly listening, you see the other person in a larger context. You enter the conversation focused on what is being said, not on your own plans.
  • Keep Distractions Away – Our phones are almost another appendage. Think about your reaction if you are speaking and see one or more people looking at their phones. Your reaction is likely to believe they aren’t interested in what you are saying—which may not be true. Make a point of removing as many distractions as possible when you are talking with someone. The distractions will be there later – the person may not.
  • Care – Remember that saying, “People don’t care how much you know until they know how much you care?” We need human connection. Our experiences with the pandemic prove it. Listening and focusing on the other person is a simple way to show you care about them, what they are saying and what they are experiencing. This connection goes a long way in the moment – and in future interactions. It also gives you an opportunity to learn more about who they are and not only what they might want.
  • Be Empathetic – As much as we wish we could, it’s nearly impossible to always leave your problems at home. That’s not a problem. Whether you have staff to manage, teachers to collaborate with, or students to teach, we are there to support each other, and we can’t do it unless we know how they are doing. Some days you’ll be the one who needs help. Sometimes it will be someone else. By being empathetic, you can give and receive support and relieve some of their burden on those bad days.
  • Body Language – Not everyone is comfortable sharing personal matters. This is where it becomes important to observe people’s body language. This includes your students. Conversely, people are also reading your body language. You may think they are unaware that you have tuned out, but they can see it in your eyes and how your body is reacting – or not – to what they are saying.
  • No Judging – When we judge, we aren’t listening. We’ve jumped to a conclusion and are holding that belief rather than connecting with the other person. People come from so many different experiences and perspectives that it’s important to stay open to who they are without our own filters interfering as much as possible. As Coffine writes, ‘if you want to listen effectively, you need to stop judging and be more compassionate.’

Leaders succeed by building relationships which builds support. Listening attentively is how you build both. Look for new ways you can pay attention.

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Feeling Like an Imposter

You know the feeling – you’ve stepped out of your comfort zone and begun questioning your decision. You probably are thinking:  What did I get myself into? Is this beyond my skillset?  What if others can do this better?  If those or similar thoughts have entered your mind, you are suffering from the Imposter Syndrome.

Imposter Syndrome afflicts successful people as well as those who are just moving into leadership. You question your qualifications and are sure you will be exposed for not measuring up to the task. But if you succumb to it, you will never try anything new and will miss opportunities to learn and grow.

The first step is recognizing that the Imposter Syndrome had arrived. Once you realize it’s not you but the Syndrome, you can take steps to deal with it. The internet is filled with suggestions on how to combat Imposter Syndrome. Most use mindset which is always helpful if somewhat difficult to achieve at times. Gemma Leigh Roberts’ has developed a slightly different approach in Boosting Confidence and Conquering Imposter Syndrome. These tips allow you to embrace its value while not letting it take over.

Apply the Benefits of Imposter Syndrome – Roberts points to focusing on humility, reframing fear as fuel, and building resilience as ways to use Imposter Syndrome to support you rather than hold you back. Being humble helps us build relationships as well as develop “an authentic and unique leadership style.” Using fear as fuel draws on the adrenaline fear creates and has you making sure you are thoroughly prepared. This in turn builds resilience. Every time you successfully get through a bout of Imposter Syndrome, you build a foundation to draw on in the future when it comes back. (And it will.)

Accept the Feeling – Roberts states, “Feeling like an imposter doesn’t make you one. No one succeeds at every new endeavor without making any mistakes.”  This is part of the process – like it or not. Fighting it drains energy, energy you need to use the fear as fuel. The arrival of the Imposter Syndrome is an important reminder – it means you are being a leader. You are growing. Once you have completed this challenge you will have accomplished something that powers you to the next step.

Keep a File of Positive Feedback – Each time you step out of your comfort zone, move through Imposter Syndrome, and grow as a leader, hold on to the positive feedback you received. Don’t let compliments go unremarked. You earned them. Savor them. Bank them for days when the going gets tough. They are the energy drink to use on those days.

Chat to Someone in Your Support Network – It’s important to have people we turn to when we need someone to talk us off the ledge. It may be one person you trust or a social network group for librarians. They will understand and listen to you. There will always be a few members who can give you the advice and encouragement you need.

Use an Experiment Approach – If you regard the challenge you have undertaken as an experiment, you can reduce some of the anxiety you’re feeling about it. Whatever happens – you’ll learn something you can use in the future. Reframing the situation helps you keep successes and setbacks in proportion. No matter what, you’ll gain something from what you’re trying which will help as you go forward. You may expand on it – or not. This approach should help you breathe easier.

You will always have to deal with the Imposter Syndrome, but you don’t have to put on boxing gloves to knock it out. Accept its presence and know it’s proof that you are learning and growing. Consider it a badge of honor.

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Leaders Are Always Growing

You are a leader, but leading is more than administering a program. Leaders work consciously and continually to improve their leadership. Education is going through what might be a revolutionary period and while different areas grow and others shrink, you want to be an area that grows.

From Miguel Cardona, Secretary of Education, to your own school district, the conversation happening is about implementing the lessons learned from this pandemic. How do you ride the tide to become one of the leaders, integral to the success of new approaches?  You seize the opportunity to expand your leadership. You’ll probably need to move out of your comfort zone. It’s worth it. Risk brings its own rewards.

Art Petty explains how to do it in “Here Are the Habits of Employees Who Lead Without a Title.” These five habits are as helpful in business – which is his focus – as they are for us.

  1. Trust Building – Trust is the foundation of relationships, and we are in a relationship business. It is built by showing interest in the other person. It grows when you help them make them feel empowered, not foolish. As Petty says, “Trust building is not a tactic. It’s a way of life.” You don’t learn the techniques for building trust to manipulate people. You build them because you care and want to have a bond with the people you are working with. You hold the confidences of others. Their trust allows you to collaborate and build programs that support students and the goals of administrators.
  • Reciprocity Management –When you do a favor for someone, they are inclined to do the same for you. The expression, “I owe you one,” is true. Because you have integrity, you don’t do favors in order to have someone indebted to you. You do it because you want to help. However, it does give you an opportunity to ask for support in return. Don’t build your trust bank too big. If you are always doing favors and never asking or accepting any help in return, people become uncomfortable. This may cause them to avoid you or not let you know when they need help. The trust starts eking out of the relationship.
  • Boundary Spanning – As a librarian your network encompasses teachers on different grade levels and subjects. You are also more likely to have a connection with other librarians in your district or across the state if you’ve been involved in local organizations. Leaders without titles know how to build these networks wherever possible. You may reach out to your public librarian counterpart. You connect to librarians across the country – and world—through social media. These connections increase your knowledge, confidence, and ability to recommend approaches and resources that have proved successful elsewhere.
  • Coalition Building – With the first three habits in place, you can form a coalition allowing you to get more done. Do you have a great idea? You have a cadre willing to join you. The glue that binds these people together is you and the relationships you have built. They aren’t working on the project because they were told to do it. They are doing it, because you asked, and they trust you and the vision you have for the library and the students. They have experience with you and respect you.
  • Gray-zone Leadership – Because you are not in the classroom, not responsible for test results or specific benchmarks, you have a unique perspective allowing you to see opportunities or challenges others may not. You “live between the lines of the organizational chart”. By creating programs to address gaps, you build on the other habits (trust, boundaries, coalitions) to strengthen not only your program but the school. By doing this, you are seen as a vital part of the success of students, teachers and administrators. You become a force for moving your school or district, and thereby your library, forward into where today’s education is heading.

Keep your leadership growing. Developing these habits will not only get you a seat at the table, but it might also give you a seat at the head of the table.