Hands up who believes that good ideas always come along at the Right Time and reach the Right People?
Anyone?
Good ideas are great, but they usually require timing and resources to get them into place. A great idea isn't neccessarily going to happen without resources or timing. You may want to go to Hawaii, but unless you have the vacation time and the money, it isn't going to happen.
In libraries, many people have a list of Good Ideas that never made it.
They weren't costly, but due to a lack of resources or being thought about at the wrong time, nothing happened. This does't mean that they should end up on the scrap heap however; some of them could still be viable if they were raised at the right time and to the right people.
This sort of juggling act is a part of management. You pay attention to the world around you, so that your chances of success are maximised. Whether it is the stock market, the board room or getting your team to change how they take on a task. Sometimes its a real battle to get all 3 factors into play. But it's also a feeling of achievement when it all comes together.
Yesterday I managed to draft up a training program that my boss is taking 'to the streets'. Its success relies on a collaborative effort, which is more likely due to the very little effort required from our partners to be involved, and is cost neutral. Plus it's always nice to be seen to be doing a project that can be promoted as a benefit to the library community.
But the Good Idea came to me last year during what I could take away from CPD23, and I have been on the lookout for the Right Time and the Right People ever since.
Hopefully I've found them.
Thursday, 16 February 2012
Saturday, 4 February 2012
A Day in the Life
A late start on A Day in the Life, but at least I made it. One thing is common to all my days this week, at least 20-30 different topics are discussed each day and I have to be able to move effortlessly between a technical discussion to an angry customer to signing paperwork to explaining a process to the next completely unrelated item.
Administrative – leave forms, performance reviews, monthly reports, invoices, payments, timesheets, credit card reconciliation, HR issues, following up on payments, finding documents in Sharepoint, orders and deliveries.
If the purpose of managers is death by forms, then there are days when this objective has been achieved. Anyone who has occupied a team leader or supervisor role knows that paperwork (even if it is done via email), and the resulting correspondence with other departments both builds up into small mounds if it is ignored, and throws the concept of internal customer service completely out the window.
Questions – Who, Why, What, When and Where as well as How, If, But, Don’t, Should and Really?
For every way of thinking, there are 14 others waiting to come out in your team, family, class and colleagues. Everyone interprets the same thing differently, emails can be confusing, past practices can change, and if we mean don’t swap duties (and set up the workload so that there is no need to), then we really do mean it.
Staff – supporting, cajoling, encouraging and utilising
During the week I’ve supported staff and other colleagues to make decisions, take chances, be creative, cope with illnesses, as well as be a sounding board. On the down side, I’ve also had to follow up on performance reviews that haven’t been filled in despite repeated emails from their team leader, and potential problems with a disgruntled team member.
Other—sending out promotional material for the National Year of Reading (who, when, where to, where are all the copies?),
- angry customers who don’t return books and don’t appreciate their email address being used,
- three magazines have stopped publication, do we buy others that are similiar (in a climate of deteriorating finances), what is the demand, can we use this to promote something else
- responding to a complaint on a mailing list, is it justified, did we notify people, can we use this opportunity to promote the online service
- problems with metadata in a Thai book and xml and parsing and downloading and the server (mainly as an observer)
- bringing together a Think Tank on how we can reduce our material consumption (largely for financial reasons)
- transitioning out of videos
- updating spreadsheet of magazine costings and how they are calculated
- getting electronic files online so we have options for not receiving hard copies, educating management that we have been doing this and plan to continue
- getting agreement on a above-mentioned magazine decision, letting clients know, who has to look for a replacement
- collating ideas from people who don’t want a Think Tank meeting, but just thought of something that they’d like to mention but feel silly doing so
- write a report on the long-term project we’ve been working on, but which senior management forget about and wonder what we are doing
- starting a report on how an idea my boss has could work, with workflows and costs
So what is My Day usually like? Varied, intriguing, frustrating and sometimes it gives me a wonderful sense of acheivement.
Administrative – leave forms, performance reviews, monthly reports, invoices, payments, timesheets, credit card reconciliation, HR issues, following up on payments, finding documents in Sharepoint, orders and deliveries.
If the purpose of managers is death by forms, then there are days when this objective has been achieved. Anyone who has occupied a team leader or supervisor role knows that paperwork (even if it is done via email), and the resulting correspondence with other departments both builds up into small mounds if it is ignored, and throws the concept of internal customer service completely out the window.
Questions – Who, Why, What, When and Where as well as How, If, But, Don’t, Should and Really?
For every way of thinking, there are 14 others waiting to come out in your team, family, class and colleagues. Everyone interprets the same thing differently, emails can be confusing, past practices can change, and if we mean don’t swap duties (and set up the workload so that there is no need to), then we really do mean it.
Staff – supporting, cajoling, encouraging and utilising
During the week I’ve supported staff and other colleagues to make decisions, take chances, be creative, cope with illnesses, as well as be a sounding board. On the down side, I’ve also had to follow up on performance reviews that haven’t been filled in despite repeated emails from their team leader, and potential problems with a disgruntled team member.
Other—sending out promotional material for the National Year of Reading (who, when, where to, where are all the copies?),
- angry customers who don’t return books and don’t appreciate their email address being used,
- three magazines have stopped publication, do we buy others that are similiar (in a climate of deteriorating finances), what is the demand, can we use this to promote something else
- responding to a complaint on a mailing list, is it justified, did we notify people, can we use this opportunity to promote the online service
- problems with metadata in a Thai book and xml and parsing and downloading and the server (mainly as an observer)
- bringing together a Think Tank on how we can reduce our material consumption (largely for financial reasons)
- transitioning out of videos
- updating spreadsheet of magazine costings and how they are calculated
- getting electronic files online so we have options for not receiving hard copies, educating management that we have been doing this and plan to continue
- getting agreement on a above-mentioned magazine decision, letting clients know, who has to look for a replacement
- collating ideas from people who don’t want a Think Tank meeting, but just thought of something that they’d like to mention but feel silly doing so
- write a report on the long-term project we’ve been working on, but which senior management forget about and wonder what we are doing
- starting a report on how an idea my boss has could work, with workflows and costs
So what is My Day usually like? Varied, intriguing, frustrating and sometimes it gives me a wonderful sense of acheivement.
Tuesday, 31 January 2012
Developing a Profession
If part of professional development is reflection, then this blog could be a doozy if I keep it updated. There are times when the issue of how to develop professionally jolts around my brain like a pinball, before either the immediate issues of the day or a lack of definite direction cause it to drop out.
ALIA have created a PD toolkit that is meant to refine what directions and interests (and therefore training needs) are to be met. But it relies on knowledge of the self, and that can be difficult at the best of times.
As a manager, I can either revel or be reviled in my role. Often both at the same time. People management is a bit like herding cats. Some days I like people and I like cats. On other days, I much prefer the cats. However leading (or organising those I work with) is a natural strong point. I gravitate to it and if not in charge, I'm happy to take responsibility for a defined area. Am I good at it? Yes and no and maybe. I'm not the best, but I've seen a lot worse, and I get some positive feedback from my team and other colleagues.
Technology I like, but it doesn't rub my spots off. I like to use it and see the advantages of it, however I'm not what you would call an early adopter. I like to see it in action, decide if it is useful and then take up or recommend. I now see the point of Twitter (courtesy of qanda, the Arab spring, etc.), but don't see the need for an account for myself. What I do like is helping people to use it or holding training sessions.
Customer service is always part of any service, and when you meet a 93 year old using the Internet, how cool is that! The people who use libraries should always be the driving force in what we do, and as my main goal for becoming a librarian was to help people find information, this aspect will definitely take a prominent role in my future job landscape.
Content is a big part of my current role, mainly in transitioning from one type of library to another. It allows me to dabble in technology, liaise with customers and do the admin/managerial bit as well. The debate about e-books is fairly endless as is the theories that people expound on the future of the library and its existance. Although this part of content is fairly dull, I know that decisions now will make an impact in the future.
So where does my future lie? Although breaking down a library service to a couple of areas is fairly easy, I think that having a knowledge of strengths, weakenesses and what you are willing to learn is something that all employers should be reviewing annually for both individuals and positions. That way organisations can make the best use of their employees, and develop positions that are reflective of changing needs and skill levels.
ALIA have created a PD toolkit that is meant to refine what directions and interests (and therefore training needs) are to be met. But it relies on knowledge of the self, and that can be difficult at the best of times.
As a manager, I can either revel or be reviled in my role. Often both at the same time. People management is a bit like herding cats. Some days I like people and I like cats. On other days, I much prefer the cats. However leading (or organising those I work with) is a natural strong point. I gravitate to it and if not in charge, I'm happy to take responsibility for a defined area. Am I good at it? Yes and no and maybe. I'm not the best, but I've seen a lot worse, and I get some positive feedback from my team and other colleagues.
Technology I like, but it doesn't rub my spots off. I like to use it and see the advantages of it, however I'm not what you would call an early adopter. I like to see it in action, decide if it is useful and then take up or recommend. I now see the point of Twitter (courtesy of qanda, the Arab spring, etc.), but don't see the need for an account for myself. What I do like is helping people to use it or holding training sessions.
Customer service is always part of any service, and when you meet a 93 year old using the Internet, how cool is that! The people who use libraries should always be the driving force in what we do, and as my main goal for becoming a librarian was to help people find information, this aspect will definitely take a prominent role in my future job landscape.
Content is a big part of my current role, mainly in transitioning from one type of library to another. It allows me to dabble in technology, liaise with customers and do the admin/managerial bit as well. The debate about e-books is fairly endless as is the theories that people expound on the future of the library and its existance. Although this part of content is fairly dull, I know that decisions now will make an impact in the future.
So where does my future lie? Although breaking down a library service to a couple of areas is fairly easy, I think that having a knowledge of strengths, weakenesses and what you are willing to learn is something that all employers should be reviewing annually for both individuals and positions. That way organisations can make the best use of their employees, and develop positions that are reflective of changing needs and skill levels.
Wednesday, 14 December 2011
Following Through on Commitments
I firmly believe that lists are a motivating force behind achieving things. And although a blog is not exactly a list, I have had this guilty feeling that I should be updating publicly on what I committed to do at the end of the CPD23 program.
Much like acknowledging the To Do list.
Along with two other colleagues, a Social Media paper was written to try and push forward on creating change and alignment across the various tools that had germinated within our library. Nothing has yet changed, the paper hasn't been circulated any further, but the direct Lord Above has indicated that he is pleased with it and wants to amend and re-circulate to a wider audience.
This does not guarantee success however, as practical actions should not be confused with communication actions, and the combination of personalities and time lag does not forbode well.
On another front, the wiki has been sent out to all the library staff, with some people giving this a go. I remain unsure if the leap from 'trying' to 'using' will be incorporated into workflows, but this can be encouraged by adding information and referring to it when advising colleagues.
So what makes a successful wiki? Is it the combination of personalities, the ability for staff to actually use this in their day to day work, or the training that they are provided at the outset. Perhaps all three.
The end of the year can be the worst or the most effective time to introduce New Things into a workplace. Worst as people are tired and are reaching for their holidays. The best, as in the New Year resolutions are made, some people return to work refreshed and there are often good intentions to resolve or tackle things. Plus the workload is usually lighter in January for most organisations.
For my part, having nothing but good intentions never rocks the boat; and the librarians who scare me the most are those who can only get up a Mexican wave.
Much like acknowledging the To Do list.
Along with two other colleagues, a Social Media paper was written to try and push forward on creating change and alignment across the various tools that had germinated within our library. Nothing has yet changed, the paper hasn't been circulated any further, but the direct Lord Above has indicated that he is pleased with it and wants to amend and re-circulate to a wider audience.
This does not guarantee success however, as practical actions should not be confused with communication actions, and the combination of personalities and time lag does not forbode well.
On another front, the wiki has been sent out to all the library staff, with some people giving this a go. I remain unsure if the leap from 'trying' to 'using' will be incorporated into workflows, but this can be encouraged by adding information and referring to it when advising colleagues.
So what makes a successful wiki? Is it the combination of personalities, the ability for staff to actually use this in their day to day work, or the training that they are provided at the outset. Perhaps all three.
The end of the year can be the worst or the most effective time to introduce New Things into a workplace. Worst as people are tired and are reaching for their holidays. The best, as in the New Year resolutions are made, some people return to work refreshed and there are often good intentions to resolve or tackle things. Plus the workload is usually lighter in January for most organisations.
For my part, having nothing but good intentions never rocks the boat; and the librarians who scare me the most are those who can only get up a Mexican wave.
Monday, 7 November 2011
Trending Success
Recently I have been pondering how things can signify Success. Through the ages, it seems, a person's accomplishments can be measured in the presence or the absence of physical objects.
Initially any accumulation of physical items was a disadvantage to our nomadic ancestors. Too many sticks or stones could break bones, particularly if carrying them slowed you down whilst being chased by someone who had decided that you looked like dinner. The most successful hunter/gatherer had few physical possessions, but was healthy and strong and agile.
Move ahead in time, and opulence became the yardstick of prosperity. Luxurious houses, jewellery, fabrics, foods and other chattals were the measure of good fortune; and when Rome burned, it did it a way that is still referred to today. The position of governments and ruling houses was dependant on the quantity of money or goods it could obtain; and when establishing new cities, many authorities built public buildings such as libraries that owed much to appearance of size and the grand designs of classical architecture .
Is today's society then reversing that trend? The focus is on the acquisition of decreasingly smaller but expensive gadgets, streamlined decoration and buildings such as libraries that suit their environmental needs. Portability is desirability, and with the Cloud, Flickr, Slideshare, Prezi, Facebook, Dropbox, Google docs, etc., and the use of a single phone that can also be a camera, personal stereo, calculator, watch and communication tool, we are not tied to our physical environment as we were previously.
Minimalist, it seems, is the epitomy of success.
Just as it was for nomadic ancestors.
Initially any accumulation of physical items was a disadvantage to our nomadic ancestors. Too many sticks or stones could break bones, particularly if carrying them slowed you down whilst being chased by someone who had decided that you looked like dinner. The most successful hunter/gatherer had few physical possessions, but was healthy and strong and agile.
Move ahead in time, and opulence became the yardstick of prosperity. Luxurious houses, jewellery, fabrics, foods and other chattals were the measure of good fortune; and when Rome burned, it did it a way that is still referred to today. The position of governments and ruling houses was dependant on the quantity of money or goods it could obtain; and when establishing new cities, many authorities built public buildings such as libraries that owed much to appearance of size and the grand designs of classical architecture .
Is today's society then reversing that trend? The focus is on the acquisition of decreasingly smaller but expensive gadgets, streamlined decoration and buildings such as libraries that suit their environmental needs. Portability is desirability, and with the Cloud, Flickr, Slideshare, Prezi, Facebook, Dropbox, Google docs, etc., and the use of a single phone that can also be a camera, personal stereo, calculator, watch and communication tool, we are not tied to our physical environment as we were previously.
Minimalist, it seems, is the epitomy of success.
Just as it was for nomadic ancestors.
Tuesday, 11 October 2011
Non sum qualis eram
'I am not as I was' would be my six word story to describe my CPD23 experience.
The CPD project has been a great opportunity to learn about new things, remember known things and tinker with things in general. I have already started working with some colleagues to introduce more of these tools in our workplace, but the real challenge will be bringing along others for the journey.
So where to from here? Putting together a Personal Development plan sounds good, but I would like to begin applying the knowledge I have for my current role.
Time to take the jump and finally participate in the Library Day in the Life project (now that I actually have a blog).
Get one of my presentations fully converted to Prezi, and create another generic one that I (or one of my fellow inmates) can use next year.
Crank up the wiki I started earlier (which now involves more people) and start adding more data as well as encourage others to participate.
And finally, I'd like to start an online program (like this) for public library staff who need more resources to deliver specialised support skills to clients who require outside of the box assistance.
There, I've committed myself ... publicly. Now it's time to put the above into action.
The CPD project has been a great opportunity to learn about new things, remember known things and tinker with things in general. I have already started working with some colleagues to introduce more of these tools in our workplace, but the real challenge will be bringing along others for the journey.
So where to from here? Putting together a Personal Development plan sounds good, but I would like to begin applying the knowledge I have for my current role.
Time to take the jump and finally participate in the Library Day in the Life project (now that I actually have a blog).
Get one of my presentations fully converted to Prezi, and create another generic one that I (or one of my fellow inmates) can use next year.
Crank up the wiki I started earlier (which now involves more people) and start adding more data as well as encourage others to participate.
And finally, I'd like to start an online program (like this) for public library staff who need more resources to deliver specialised support skills to clients who require outside of the box assistance.
There, I've committed myself ... publicly. Now it's time to put the above into action.
Monday, 10 October 2011
Its a Sellers World
Just like a boxer or a military strategist identifying strengths and weaknesses in battle, so too applying for new jobs -- or even reapplying for old ones -- requires the element of tactical assessment. What is to your advantage and how far can it take you?
As a veteran in both applicant and interviewer roles, I know that it is the potential of a person that affects how they are percieved in any job interview. There will usually be someone with more experience or more seniority, but that doesn't neccessarily mean that they will be the best suited to the role. By knowing where your interests are, and articulating that to the job criteria, most future employers would prefer to hire an applicant with enthuasism and the capacity to grow. The only time I have seen an exception to this is when an experienced person is required due to existing staff issues, which were inherent with the job.
So what are my strengths? As Senior Wrangler, I'm good at operational issues, fixing problems, putting the jigsaw pieces together and being able to bring projects in on time and within budget. Throughout this course, I've learned that I also like introducing more technology solutions to my workplace, and helping others adjust to the shift in online tools that we should be using to make our working lives easier.
At the beginning of my career, I volunteered my time to extend my knowledge. By donating my time to where I worked as part of my course placement, opened up an opportunity for me which resulted in some casual work and then contract work. Volunteer work opportunities are great, particularly when they are dedicated around a particular task that is defined and has a specific outcome expected. Many historical societies, charities and non-profits need volunteers to introduce services. Often the experience is of mutual benefit, and as long as there are clear expectations on both sides, I have seen it work well.
As a veteran in both applicant and interviewer roles, I know that it is the potential of a person that affects how they are percieved in any job interview. There will usually be someone with more experience or more seniority, but that doesn't neccessarily mean that they will be the best suited to the role. By knowing where your interests are, and articulating that to the job criteria, most future employers would prefer to hire an applicant with enthuasism and the capacity to grow. The only time I have seen an exception to this is when an experienced person is required due to existing staff issues, which were inherent with the job.
So what are my strengths? As Senior Wrangler, I'm good at operational issues, fixing problems, putting the jigsaw pieces together and being able to bring projects in on time and within budget. Throughout this course, I've learned that I also like introducing more technology solutions to my workplace, and helping others adjust to the shift in online tools that we should be using to make our working lives easier.
At the beginning of my career, I volunteered my time to extend my knowledge. By donating my time to where I worked as part of my course placement, opened up an opportunity for me which resulted in some casual work and then contract work. Volunteer work opportunities are great, particularly when they are dedicated around a particular task that is defined and has a specific outcome expected. Many historical societies, charities and non-profits need volunteers to introduce services. Often the experience is of mutual benefit, and as long as there are clear expectations on both sides, I have seen it work well.
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