Circ and Serve

I was asked if I had any more advice on how to intellectually separate the professional/personal life and deal with the consequences that decisions in one have on the other. I am trying to avoid a lame, cop-out answer like, it boils down to your personality type, but I may not be able to steer clear from there. I thought about this a lot today and I think that there are several strategies that can be helpful here.

The main issue is when we, as managers, are forced to make uncomfortable decisions or move into an arena outside of our comfort zone. How do we not allow those incidents and feelings to invade our personal lives?

Sometimes we can’t. Sometimes we are forced to deal with a situation that just plain sucks from every angle and there is no graceful, pleasant solution and we end up taking that home with us.  Through experience I have learned some ways to make this part of the manager job less painful.

1.  Be honest and transparent from day one. Establishing a reputation as an honest, straight shooter who does not talk around a point, nor act evasive when asked a direct question goes a long way when having to deal with an unpleasant personnel situation.  People want to hear the truth and know what is going to happen to them, vague or untrue responses will only add fuel to the fire and can make a situation go from bad to worse in a heartbeat.

2.  Give constant positive and/or corrective feedback. I am constantly amazed when people are surprised that they are getting a less than stellar evaluation or are reprimanded for repetitive unacceptable behavior.  A good manager discusses a behavior, conduct, or performance issue with the staff member the first time it happens and provides corrective or instructive feedback and sets clear expectations for change.  On the flip side, positive reinforcement lets staff know that what they are doing is great and is encouraged.  It is easier to point out horrible customer service when stellar customer service is praised.  If a problem is recurring, it should be dealt with every single time it happens.  If a disciplinary process exists, you may need to utilize it, and no one should be surprised that this is where the issue went.

3.  Maintain trust. Staff are more apt to discuss issues honestly with you if they know that it won’t end up as Monday morning gossip.  This one really speaks for itself.  You can not be a successful manager if you can’t keep private information private.

4.  Accept that people are the master of their own destiny. One of my favorite sayings is that, “I am not responsible for keeping anyone in a job.  I am responsible for coaching, mentoring, providing feedback, setting goals and objectives, and working together with staff to create a positive work environment.  After that, it is on you.”  You can’t force someone to do what they need to do, nor can you force them to change.  All you can do is help provide the tools, incentives, instructions and guidance to help them perform up to expectations.  It is not your fault if they choose not to take advantage of what you are offering and then suffer the consequences.  This is heavily tied to honest, open communication.  You need to make sure that you are communicating expectations and assistance clearly and concisely.  Sometimes referring a person to outside resources (i.e. HR or training & development) is a solution.  Whatever the course of action, make sure you are clearly laying out the path that needs to be followed.  Assist when necessary, but beyond that, you can’t make a person take the path.

5. Have a life outside work. I know this sounds trite and smug, but it is a lot easier to deal with work when you have something to look forward to when you leave at the end of the day.  We have all been workaholics at one time or another.  We have all put in the 14 hour days, but at some point it needs to end and a healthy balance of work and life needs to happen.  Indulge in your favorite hobby, go out with friends and loved ones, go home and talk about something else.  It is often said and it really is true, don’t take work home with you.

These are what I consider the important points when dealing with unpleasant work situations.  Over the years I have learned the value and importance of each of them and put them into practice every day.  There are still days, weeks, situations that leave me feeling quite beat up and bruised, but I get over them relatively quickly.

There was a time in my career when I took these types of interactions seriously to heart and would spend days feeling awful about them.  At some point I learned and accepted all of the above and realized that situations at work die down over time.  They do not define me as a human being, nor do they make a deep statement about my soul and character.  We tend to get caught up in the moment, but in the end, the discomfort does pass.

The good news (sorta) is the more practice you get in dealing with these types of uncomfortable issues, the easier it gets the next time.

There is a great post over at Management Craft today.  I can’t say, “Amen!!!!” enough about it.  If you have ever worked for someone who says one thing and does another, you know the frustration that comes along with that type of management style.

I can’t reiterate this point enough.  As a manager, don’t make promises that you can’t or won’t keep.  Do not say one thing and then do another, or worse, do nothing.  The other point that goes along with this is if you make a promise and it is going to take longer than anticipated or something is happening that is affecting what you are doing, let people know.  Keep the communication flowing.  Be honest.  If you slacked off, admit it. If something came up and threw a wrench in the whole plan, let your staff know.

Lisa writes, “Great managers do what others don’t or won’t.”  That is 100% true.  As managers we have to be the bad guy sometimes.  We have to have the uncomfortable conversations.  We may have to step completely outside our comfort zones and be people we normally aren’t in the course of a day’s work.  And we have to understand that we can’t internalize or take any of it personally.

Great managers do what they say they will, but they also know how to maintain an objective, impersonal perspective.  I have learned that I am really bad when having to deal with coworkers who cannot accept constructive or professional criticism.  I am very aware of how I give criticism.  I keep it simple and cordial.  I never make it a personal attack or say it in a way that it could be perceived as such.  However, some people cannot separate the professional from the personal and that can cause problems.

Being able to separate the two is a key to success.  While I do identify as a librarian and a manager, I know that is not who I am in the core of my being.  There is much more to me than what I do for a living and when someone comments or criticizes my job performance, I take it as such.

I wasn’t always like this, and I was much more miserable in my career.  The best advice I can give anyone, is do your job to the best of your ability, do what you say you will, and don’t take it personally.

There is a great deal of discussion going on this week about librarianship as a profession and the differences between those of us working in libraries who have an MLS versus those who do not and the type of work we do and deprofessionalization or devaluing of the library degree, and yadda, yadda, yadda. I will defer to Rachel’s two posts for a great analysis of much of the debate surrounding this topic and why people feel the way they do. I agree wholeheartedly with Rachel’s and Meredith’s thoughts on this topic and I think Dorothea makes some excellent observations and offers some interesting points for further discussion. My two cents in this whole discussion is: Welcome to my and my staff’s (both current and former) world.

For the most part I am going to take myself as an example out of this, but before doing so let me put this out there, you want a nice, healthy dose of being made to feel second class by colleagues - be a circulation librarian for a week at someplace other than MPOW who thankfully get it. I have written about this before, so moving right along…

Rachel posted a sample of some of the comments left on her post by para-professional staff:

* “My entree into the world of library work made me want to turn tail and run, not become a librarian: the issue of who is “real” and who is not is way too reoccurring on list serves like lm_net.” - Sarah Zoe
* “Having been on the “them” side of an us vs. them argument for a while now, I also feel apprehensive about joining the degreed population. The condescension with which some people refer to those in my position is enough to make me feel ill. I joined publib for a few months last year and ended my subscription after I had a nightmare that degreed librarians were attacking a fellow technician and me while we hid in a car. The librarians smashed themselves up against the windows of the car, clawing at the glass to get at us.” - Jamie
* “As someone with a college degree but not a MLS, I am not treated with the same degree of respect by other ‘true librarians’ although I perform many of the same jobs.” - Judy Tsujioka
* “In terms of treatment on the job, it is intimidating to be in this position, be specifically called an LTA because it’s blasphemous to call me a librarian (!) and not be valued for my ideas. Certain tasks aren’t given to me because I don’t have a degree, though I certainly could do them and have the time to do them. It’s unfair and I’m tired of these two spheres in the library world never crossing over. It does nothing for the profession as a whole. I’m not asking to be put on reference alone or anything, but simply to be respected for what I do despite my lack of a degree. Furthermore, I hate being reminded that I am ‘not there’ yet. I’m doing the best I can, with the finances and time that I have.” - JP
* “In the olden days, whenever I expressed an opinion in front of a “librarian,” I would be asked, “Where did you get your MLS?” This was code for, “Do you have permission to speak?” I would answer that I was a mere school librarian, so all I had were bachelor’s degrees in math and English, a teaching credential, and a library credential — all obtained in the early 1970s. When I got around to enrolling in the MLS program, in the 1990s, I discovered that my articles were on the required reading list. I asked the professor, “Is this guy any good?” After a few moments of praise, he paused (quick fellow) and asked, “What did you say your name was?” And then, “Why are you taking this class? You could teach it.” I replied that I was taking the class so that degreed folks would take me seriously.” - Richard Moore
* “I was astounded when, a few months back, I discovered that I couldn’t get class credit for completing a real-life project at my own library because…. dum-de-DUM… my professor did not consider my director a real librarian. This instructor required all projects to be conducted with the partnership of an MLS-degreed librarian” - what’s in a name?

Do I need to say that this makes me angry, frustrated, disheartened and plain sick? Well, I just did. I have been thinking about this issue of “deprofessionalization.” To quote David Rothman on Uncontrolled Vocabulary last week, I also think the term is a whole “lot of bullshit.”

You wanna know who is devaluing our profession? We are.

Every time a librarian says or does something that makes a non-MLS library employee feel like a second class citizen the profession and the degree loses its value. Every support staff person who is treated badly is one more person who thinks librarians are jerks and that having an MLS means you are better than those who don’t. Every MLS student whose opinion is not valued because they have yet to graduate is one more MLS student who is doubting that this was the right career choice and wondering if the time and money is well spent.

I have to keep reminding myself that just because a person has a professional degree doesn’t mean they act professionally. Respect is earned; not demanded or given freely. Common courtesy goes a long way and treating people differently based on the type of degree they do or do not have is ridiculous. When did it become all about us and not about serving our patrons?

I found some of the comments made by librarians on Rachel’s posts quite embarrassing.

I’m talking like hide my MLS embarrassing.

Hope I never work with you embarrassing.

At MPOW we ask a hell of a lot from our staff. They do work that is being done by librarians at other organizations and they do a damn good job. The day I think I am better or more qualified or my opinion means more than theirs is the day someone better tell me to quit because I am overcome with bitterness. We should be encouraging our coworkers to consider getting an MLS. We should be actively engaging in discussion and listening to their input and ideas. Valuing all opinions - degreed or not.

Until we do this, you can continue to see our profession and our degree looked upon as a union card, a joke, and/or a license to be an asshat. There’s your deprofessionalization.

Not really dead, but maybe a little comatose. When we last left this blog it was just before the holidays and their accompanying craziness. So here we are, well into a new year with lots going on and lots on the horizon. I am definitely one of those people who likes the beginning of the year. I definitely look at it as a blank slate, a chance to begin again or start over– a good time for change.

Three months in and there has been a good deal of change in the department. We have had a bit of staff turnover and are in the midst of filling some positions. People view staff turnover in different ways. Some people look at it as a bad thing or a negative indicator. I am not one of those people. I like staff turnover–not all at once, but I look at it as an opportunity to breathe new life into the department. Not to say that those who have departed will not be missed, but it is the chance to see things from a new perspective. To shake things up a little. To make changes and to move forward.

Since I have been here, I have only had the opportunity to hire one new staff member so I am enjoying the chance to hire a few more new staff members. In access services it is really more about personality type than it is experience.  I really like people with fun personalities who  can roll with change and who like working with the public.  That type of personality can come from a wide array of work experience and environments.

I guess I’ll begin with the oldest first. So, Brick and Click was fantastic. I met some wonderful people, learned some new stuff and was inspired by what other people and libraries were doing. Not bad for a one day conference! Next year’s conference is November 7, 2008 and presentation proposals are due February 28. Mark your calendars, this is one you shouldn’t miss!

I will be heading to Philly next month to attend the ALA midwinter meeting as a participant in the 2008 Emerging Leaders program. While I am not thrilled with how it started, I am going into the program optimistic and open minded and looking forward to a wonderful learning opportunity.

Meredith has two recent posts that I wanted to comment on. The first, while not really related to what I do everyday, had me thinking about a large part of my responsibilities in a different light. While she is writing about outreach and services to students and when is enough enough, this post had me thinking in terms of staff and taking responsibility for motivating them. I do feel that part of my job as a manager is to motivate and encourage my staff to do their best, but sometimes I feel like I have done everything in my power and it is not enough. I was feeling a bit down about it a few weeks ago and then I read Meredith’s post and felt better because this sort of thing happens in many different ways to different people.

After a lot of thought I made peace with myself. I feel that while some of the responsibility does lay at my feet, a lot of it also has to do with each individual and the attitude they bring into work with them each morning. A friend reminded me of the Fish! philosophy, specifically the tenet: Choose Your Attitude! That cuts to the heart of it. You can be the best manager in the world, but if you have a staff member who has a bad attitude and who can’t or won’t do anything to change it, there is nothing you can do to fix this problem. It is up to each individual to make the choice of whether they are going to come into work with a positive attitude or with a negative one.

I need to work on reminding myself that this is true.

Meredith’s most recent posts have hit a chord with me as well.   I have been in the exact place Meredith describes and it can be very disappointing when you realize that something isn’t working out the way you envisioned.  I left a position for the exact reason Meredith describes.  I loved my coworkers, loved the work I was doing, was close to my family and friends, but after two years (and some events) I realized that there was no place for me to go in the organization and that I was beginning to get bored.  I bore very easily.  I work best under pressure and in a fast paced environment where each day is different and that wasn’t the case in that position or organization so I needed to look elsewhere.  Looking back now it is readily apparent that the organization was too small and I needed to be someplace bigger with more happening.

Coming to that realization while still working at the library was painful at times.  Other times, when things really weren’t going my way, the decision to leave seemed incredibly easy.  The hard part was accepting that I needed to move on for the sake of my career and my happiness.  The second hard part was accepting that in order to do so, I had to move away from family, friends, and the place I grew up.

In three weeks it will be my one year anniversary at MPOW.  Now more than ever I believe that making the big move and coming here was the best career and personal decision I have made.  I love my work.  I love the environment I am in and I love that every single day is different.  They are not all wonderful and perfect, but they are never boring and that is what matters most to me.  I can say without hesitation that I wouldn’t mind working here for the next ten years.  I know that there is a lot going on now and a lot that will happen in the future and that I will have the chance to be involved.   I feel supported and encouraged and that my contributions and work have value.

So I say to Meredith and anyone else who may find themselves in a similar place, embrace the realization and look at it as an opportunity to figure out what you want to do and where you want to go in your professional career.  It can be a painful and scary process, but it can also be extremely exciting and rewarding.  There is not a large jump from feeling bored or trapped in what you are doing to resenting having to come into work everyday.  Sometimes it is hard to keep those feelings in check while experiencing them.  I often tell people that sometimes the best career decision they can make is to leave a job where they are not happy or fulfilled.

You gotta know when to hold ‘em, know when to fold ‘em!

As a manager I frequently find myself in situations that rely on my skills at compromise.  This does not mean that I am giving something up or losing. Compromise is not a dirty word nor does is always have a negative connotation.  I like to think of compromise as a synonym for collegiality.

We all find ourselves in situations where we need to work together to solve a problem or provide a service.  We may not want to work collaboratively, nor may we instantly see the benefit that our compromise will have on someone or something else.  It is important to remember that all of us are working towards the same goal of providing our users with outstanding services and a positive library experience.  However, it is also important to recognize that many of us are trying to accomplish this goal with limited resources.  Collaboration helps a lot, but compromise also has a role. Compromising on a process or workflow by agreeing to cut back a step or two is an example of how this can work.

The important thing to remember is that compromise is not permanent.   Situations can always be re-evaluated and reworked and circumstances change.  But in the act of compromise you have gained the gratitude and respect of your colleagues, and that will always be a benefit in the future.

Through the Looking Glass: Future Business Challenges for the Academic Library by James G. Neal, Columbia University

Thinking about the experience we have had this week, the metaphor is Alice through the looking glass, us wondering if we could pass through the other sic and experience the business side of libraries. Having experiences with Tweedle Dum and Tweedle Dee through time, played chess with the queen, etc. We spent the bulk of our week talking about strategy, change, culture.

Librarians in the academic environments need to be aware of the business challenges that are facing the university and the library.

Holy cow do we have a lot to think about!!!!!!!! There are many shifting values in the library and we need to use our tools and abilities to change the culture and to personalize the library experience.  Many of the core services and products of the library will remain, but will need to be integrated to provide a more self-service experience for patrons.  James Neal provided us with 30 action items or ideas that libraries need to focus on in the future and now.  Most focused on technology and building more digital services and a robust digital environment for patrons.  The prevailing message, at least to me, from his presentation was that libraries need to become partners, owners and stakeholders in many of the changes and new services and technologies that are occurring.  We need to step out of our traditional circles of influence and look for collaborations and partnerships in places where at one point in time we may not have belonged, but now it is necessary for our input, skills, resources, and talents.

What we feel are the characteristics of Good Managers:

• humor
• honest
• led by example
• supportive
• open minded
• enthusiasm
• no micromanaging
• remembers we are people with feelings
• clear expectations
• admits mistakes
• mentor
• encourages input
• private criticism
• direct communication
• is an advocate

Managers exhibit two types of behaviors:

directive (task): very much about telling people what to do, when they need to do it, etc.

supportive (relationship): help manage relationships

As managers we need to look at staff competencies and commitment when deciding which approach to use.Skilled Communicators:

• Communicates what in a timely manner
• allows colleagues to feel good about what they do and how they do it
• timely so others can make accurate decisions

Think about how you prefer to take in information?  Use what is called the “Z model of decision making.”  It walks you through the different ways information is taken in and perceived.

Our roles and responsibilities as managers should be clear to our staff:

• define performance results required
• establish performance expectations
• provide on-going coaching and feedback
• communicating goal re-alignment as necessary
• hold employees accountable
• provide resources needed for development

When we manage our staff we should make sure that we don’t talk about attitudes and attributes, but about actions.  A lot of what we think of as attitude, is behavior (rolling eyes, huffing and puffing, etc.). There will be a tangible behavioral quality to what people are doing. Our job as managers is to figure out what they are saying or doing and how it affects others.

Feedback is about what people are doing that is making your work harder or easier. Giving negative feedback is harder than positive.  Sometimes it is inappropriate to give positive feedback in front of others. Make feedback behavioral that way it is not personal or vague. Remember you are talking about a person’s livelihood. The intention behind feedback should be to enable success in that livelihood. At the end of the day you are not an ogre because you have to get rid of someone, you are doing your job as a boss.

After you give feedback, listen to the response, if it is defensive resend the feedback message until they get it. Set new expectations and maintain the relationship.

A lot of times you are coaching people to do stuff that you don’t know how to do. Getting people to be successful by setting goals, asking questions, and encouragement. You are not accountable for getting them to do what they need to do, they are. This helps create a work environment where people are comfortable and enjoy coming to work. You create a relationship where a person feels valued and supported and are stretching the boundaries of the person they can be. You are not going to coach anyone successfully if they are not willing to work or accept the coaching.

Coaching is about helping people set goals and improve performance. Mentors help you find wisdom. This is different from coaching. Mentors don’t have to be higher in the organization. You can mentor at different levels.

Everything you are asking your staff needs to be aligned with the departmental and organizational goals. By asking staff members to write goals and objectives, you can see if they are aligned with the department and organization.

It doesn’t cost a lot to appreciate people so try to establish rewards that are not money. Take time to work with your staff.

In times of change, your staff need to know that they are valued, they belong, how they are doing and they have a future. The future may not be in our organization and that is okay.

Another excellent and rewarding day. There was a tremendous amount of food for thought. At the end of the day, I feel very validated in the way I manage my staff. A lot of the techniques I heard today are ones that I have been actively using in my department. The bottom line that keeps being driven home is that management is hard and requires a lot of work. I think the subtext is: if you don’t want to put in the time and effort, you shouldn’t be doing it. As I think about all of the time and effort I have already expended managing my department this year, I can’t imagine not doing this type of work. I feel really good about where I am and where I am going.

Presentation by Lynda Aiman-Smith, Associate Professor, Management, Innovation & Entrepreneurship, College of Management, NCSU

Life-cycle Concept of Services

• Introductory Stage
• Growth Stage
• Maturity Stage
• Decline Stage

Without an idea champion, no project will live. An idea champion sells the idea and gathers resources to implement the project. Most times the resource gathering is done creatively and under the radar. Idea champions get people excited about projects. There is an equal chance that this project will fail, as it will succeed.

When resource planning and allocating for projects, always ask who the idea champion is for each project. This gives you good indication to whether the project will succeed.

Once you move towards design and prototyping you need to look towards your customers.

In each phase ask: who is the idea champion, who is affected, who cares, what competencies are needed or will need to change, what technology exists or needs to be created?

So far this has been the most valuable day. We worked in our project groups and I was very fortunate to be grouped with three other librarians who are working on the same project I am. We bounced a lot of great ideas off of one another and really worked through some of the finer details of what we are doing and how we are doing it. The evaluative tools we learned today were very useful in figuring out the granularity of the process and who is involved in each step.

Most importantly, I met three other people who I can email and talk about my project. I know I am not alone in what I am trying to accomplish and I have a new support network.

Lynda Aiman-Smith is an extremely engaging speaker and is very upbeat and motivating.

Presentation by Ted Baker, Assistant Professor, Management, Innovation, & Entrepreneurship, College of Management, NCSU

“Strategy” denotes an organization’s highest level objectives and the integrated set of choices it makes and implements in attempting to meet these objectives.

Some leading perspectives on strategy:

• Porter’s “five forces” (new entrants, buyer power, supplier power, substitutes, and rivalry) and “generic strategies” (overall cost leadership, differentiation, focus)
• The “resource-based view
• “Core competence”
• “SWOT” (strengths, opportunities, weaknesses and threats)
• analysis (venerable, atheoretical)
• “Hypercompetition”

Everyone doesn’t think the same way!

What is strategic management?

• Something that doesn’t exist without clarity of goals.
• Strategy follows goals.
• Without and overarching set of goals, there can not be strategy.
• Creation of valuable, distinctive position
• Trade offs among incompatible alternative activities
• Driving complementaries and fit among activities
• Deciding what not to do and what to stop doing

Constructing a Strategic Initiative

• Three levels: values proposition, business model, business strategy
• Value proposition is the foundation, everything based off of it
• if you have a well founded, adaptable value proposition, you’ll be successful
• VP: what, who, why
• Business Model: what, who, why, how
• Business Strategy: what, who, why, how, when, wherw

What is a Business Model?

• Gives you a product description. If you can’t tell someone what your product is, then you have a problem.
  Tells you the main activities, what it does for the customer, the advantages and sustainability.

What is a Business Strategy?

• tells you where and when

It became increasingly evident throughout the presentation and discussion that being able to create a concise and effective values proposition is an essential skill when proposing a new service, strategy, change or goal. The VP can be equated to the “elevator pitch” or “30 second pitch” that we hear a lot about in Hollywood and television. After spending 20 minutes trying to write a succinct and effective VP statement, I can attest that it is not easy. It is definitely a practice makes perfect and trial and error process. I suspect it gets easier the more you do it. It also became apparent that if you can write an effective VP statement, forming a strategic plan is much easier.

Is Change Good? Change is unavoidable and if managed poorly will result in failure. This failure can be attributed to many factors including: flawed vision, resistance, and a culture entrenched in the way it has always been done. Sometimes we have no choice but to change. This happens when there are outside forces driving the change. Many times this is due to technological changes, a shift in organizational priorities, or economics.

Reactions and readiness to change is varied. Sometimes reactions to change can be drastic (people leaving, or active resistance), sometimes it is more passive (acquiescence), and sometimes it is accepted. These reactions are caused by a variety of factors: fear, perception of loss or gain, personality, or trust.

As managers we need to help staff manage change. It is important to make people feel valued and heard, and to provide them with the context and information needed to understand why a change is taking place. You can force change, but the results may not be pretty and you may not feel comfortable doing it.

I have worked in corporate America and hated it. Almost everything I felt today reinforced those feelings of hatred. I though a lot of what was presented today was useful- particularly the tools and a lot of the insights into strategic management that were discussed. However, I feel like there was a level of cynicism that was seriously off the charts for me. At the end of the day I almost believed that my positive attitude and belief that hard work has its rewards, was all complete crap and meant nothing. It was a sort of painful realization, but at the same time I refuse to believe that it is all completely wrong and is not going to help me.

Something else that I found myself disagreeing with was the proposition that personalities change and are changeable. I don’t believe that. I believe that you can change or affect people’s behaviors or habits, but changing their personality….not so sure about that. I haven’t successfully seen it happen.

I didn’t totally drink the Haterade all day, I did like some parts of the day. What I found extremely valuable was value proposition and how to develop one. Learning how to pitch the “elevator speech” was a great exercise and had me thinking about large picture projects in terms of the most important and powerful elements.