Tragedy or Opportunity

The current state of affairs for most public libraries, especially those in my home state, is tragic. There is no other word that so completely describes the devastation of resources, the long-term implications and the short sighted budget cuts than a true tragedy (ala Shakespeare). In fact, I spoke to a colleague just the other day, and she shared that the attitude of many in their county was one of little hope, they are tired. I know many of us are thinking, “Been There, Done That.”

But is this situation a complete tragedy or is there, hidden in this cloud, a silver lining of opportunity? I would hope the response is a resounding “Yes.”

We have an opportunity, yea; we have a mandate, to look at what we do, how we do it and to reevaluate all things. This is one of the few times in librarian history when there are no longer any sacred cows. It’s hard, but it is an opportunity like few you will see. It will not knock long, so take advantage.

From an Entrepreneurial viewpoint, difficult times can offer the most opportunities. It is a time that permits taking a chance, a risk that 'Success' would not allow; it brings openings to alter course that a 'Better Time' refused to permit; and it swings wide an open door to evaluate, assess and question every aspect of your organization when 'Smooth Sailing' refused to let you ask the tough questions.

So ask the tough questions, dig and tunnel and observe every aspect of your operation. Look for the openings, the risks, the opportunities that were not there before. Be the entrepreneur, chart the course that will sail you through this storm.

The Power of the Dumb Question

I recently began taking a short course in coaching. 
I'll admit that the two things I have learned so far are:
1 - I do not want to be a professional coach and
2 - there is power in questions, the dumber, the better.

A question empowers the person questioned.  It bestows on them the title of expert, even if it is for just a brief moment.  We all want to consider ourselves experts at one thing or another, how great to have someone in managment, someone we consider a leader, ask us a question?!

The most powerful questions are the open-ended ones that show we are not the expert; the "Dumb" question.
For example:

Manager - I would like our working relationship to be strong.  As a part of that growth, I need to know what do you need from me, as a manager?
Staff - I need direct and detailed instructions for any new jobs.  I need to know what you want, how you want it and when it is due.
Manager - If I do not give you all the information you need, what kind of response should I expect from you?
Staff - I will get frustrated
Manager - What will that look like, what should I be looking for?
Staff - I will become very quiet, I will be short tempered and perhaps sullen.
Manager - I will make sure that any new tasks have all the needed instructions and dates when I present them to you.

What's the dumb question - "What will that look like?"
Don't we assume that we know what frustrated is? that we can pick out the frustrated person at a glance?  Yes and no.  We know what WE look like frustrated (or angry or hurt or overwhelmed) but every person is different.

As an Entrepreneur - as a manager and leader - don't assume you know, ask! Ask the dumb question, empower your staff, your co-workers, your committee members, your board members. Let them be the experts, even if it is just being an expert on themselves.  It's an eye-opening experience.

Spring Cleaning

One of the things I have noticed about successful entrepreneurs - they don't carry around a lot of baggage. No, I do not stalk business leaders through the airport; I mean the baggage of the known. Entrepreneurs, successful entrepreneurs, travel light. They don't allow themselves to become too attached to anything; to any idea, concept, procedure or trend. They are nimble in responding to the ever changing world. They know what is important, what is needed; and they carry that. The rest is left behind.

As successful Entrepreneurial Librarians, we need to model this behavior as well. We need to be willing to lay aside the traditions, policies and guidelines we so love. We need to exchange our desire for the "known" for the principles of the successful. We need to set aside the comfort of tradition for the stretching exercise of adjusting to what our community needs.

As springtime comes upon us, take this time to evaluate what you are doing; as a librarian, as a director, as a community servant. Is your library nimble? Or are you carrying extra baggage? Consider doing a little “Spring Cleaning” of the mind. What is it that you are carrying around, that perhaps you would be better off putting out at the next garage sale?

Are you a Manager or a Leader? The answer should be "Yes."

While reading one of the numerous titles on non-profit management and leadership, the text I perused this morning asked if I knew the difference between managing and leading and if I understood that I needed to do both?   I know we have all read various definitions of these terms - but I was struck by the one offered by my current read.

Managers focus on the here and now. Did the report get done, do we have sufficient staff to cover for tomorrow, are my customers leaving happy and satisfied, are we doing a good job? Managers are all about the here and now - and that's a good thing. As managers, we need to be certain that the here and now is addressed; that we are prepared for what we know is coming, that we are doing what we are supposed to be doing in an excellent fashion.

Leaders - on the other hand - are about everything but the here and now. Leaders focus on the future and how we are going to get there. Leaders develop a vision, the long range goals, the "big picture". They develop it, cultivate it, feed it and nurture it, and then sell it. They share the vision, get others to buy into the vision, and (to use one of my very favorite phrases) they get everyone "rowing in the same direction."

As a library director - especially if you work in a small and/or rural library - you are both. You have to be. You do not have to do this alone, you should have input and support from your board or Friends or staff or even the customers. But when it comes to where the buck stops - look no further than your desk.

You are your Library's Manager. You build schedules, hire new staff, arrange programs, check out items, handle customer service issues, answer reference questions and fix the plumbing.

But you are also your Library’s Leader - you understand at a visceral level where you library is going, what it could become and (most importantly) what it will take to get it there. You must sell your vision.

Are you a manager or a leader? The successful Entrepreneurial Librarian has to answer "Yes".

Character Studies - Loyal Leadership

When considering what makes a successful entrepreneur, many of the things that come to mind are not business strategies or innovative management techniques but character traits. Words such as likeability, trustworthy, perseverant and insightful come to mind. The successful entrepreneurial librarian should also carry these same traits.

Since these are the beginning, the foundation of a person, let’s talk about these first, before venturing out into the waters of management style, business models and networking tools.


Personally, the character trait that I would consider most important in a business partner, in a staff member or in a potential manager is loyalty. For clarity’s sake, I would define a loyal person as someone who would never “throw you under the bus”, ever. Even if they take a hit personally, even if it costs them financially; they just will not do it.

I have worked for managers who were and who were not loyal – guess who got my best work? Being a loyal manager gives your staff great freedom – to try new things, to possibility make mistakes, to innovate and create and succeed. Being loyal does not mean you don’t call someone on the carpet when they need it – but you don’t do it front of anyone else. You don’t make reviews a personal attack and you don’t use fear to motivate. Loyalty from a manager, a leader, tells their staff, “You are on my team, I have your back.”  We should also note that loyalty is a two-way street.  A leader can extend loyalty to a dis-loyal employee for only so long, before it becomes so valueless that it loses it's power with the rest of their staff.

Think about a time when someone was loyal to you. The empowerment that comes from that act of faith in you as a person is, in my humble opinion, one of the best possible motivational tools available to any leader.