This blog was originally posted on Seth's Blog. You can find the original link here - http://ow.ly/1BbpD
It's just too good to not repost -
"I quilt"
When you've had enough, can't tolerate your job any longer and are ready to quit, perhaps you could try one last thing.
Quilt instead.
You've got nothing to lose, right? I mean, you're going to quit anyway, so what's the worst that could happen to you?
So quilt. Spend hours every day integrating the people you work with into a cohesive group. Weave in your customers as well. Take every scrap, even the people you don't like, and sew them together. Spend far less time than you should on the 'real' work and instead focus on creating genuine connections with the people you work with. Including your boss. After all, once you quit, you're never going to see them again anyway, right? Might as well give it a try.
Careful... it might change everything.
Seth Godin's Blog - http://sethgodin.typepad.com/
Seth Godin has written 12 bestsellers that have been translated into 33 languages
I highly recommend his blog!
Wednesday, April 21, 2010
Tuesday, April 13, 2010
Speaking the Language
I am sure this is going to ruffle someone's feathers, but that's ok. A good librarian has something in the collection to offend everyone.
One of my great desires is to travel. I have been to several locations around my own country and am currently planning a trip to the country to our north, but I don't feel as if I have truly traveled. I would love to visit Europe. I am also intrigued by the Japanese culture and would like to see it firsthand.
I know that were I to visit those foreign lands, I would need to do some research. I would want to learn about their customs, become capable of speaking a few words of their language and being a history buff, I would want to know about the places I would see and what events they represent in that country's history. I would want to do this not only because I think it would make my trip more enjoyable, but because I think it would make me a better guest in their country. Being able to "speak the language" allows you to have a better exchange of ideas, invites discussion and enhances your trip. It shows respect.
It's the same in business. Many librarians I have spoken to tend to dismiss the need to "speak the language". They meet with business leaders, government officials or others outside their own realm, and yet they continue to speak library-ese. The terms circulation, collection development and patrons all mean something very different to the non-librarian. Business leaders want to know about the bottom line, positive PR and (let's be honest) what's in it for them. Government officials are interested in tax bases, government mandates and voter satisfaction. If we are to visit these "foreign lands" and experience some success in our travels, we need to speak the language.
This principle carries over in other areas too. If you visit some of the land in the Middle East, you have to be aware of what you wear. Many countries have a culturally-based dress code. Men don't wear shorts, women have their heads covered. You can choose to not participate, but don't get mad when your individuality rubs people the wrong way.
Again, it's the same in the non-library world. Individuality is all well and good, but if you choose to present to a group of business leaders wearing something that is more ideal for, say, a Celtic festival, don't be upset if they choose to not take you seriously. There is a language and dress for the culture. Do your research, learn about the place you're visiting and speak the language.
I don't say this to disrespect individuality; rather I say this because we need to respect those who we are asking to become share-holders in our library; those to whom we are turning for financial aid, to advocate for us, to be library champions. You show respect to another's culture and language by learning about it, by sharing it and by participating in it. I say we should do the same when we leave our library world and enter the business world, the government world or any other profession. Learn the culture and speak the language.
One of my great desires is to travel. I have been to several locations around my own country and am currently planning a trip to the country to our north, but I don't feel as if I have truly traveled. I would love to visit Europe. I am also intrigued by the Japanese culture and would like to see it firsthand.
I know that were I to visit those foreign lands, I would need to do some research. I would want to learn about their customs, become capable of speaking a few words of their language and being a history buff, I would want to know about the places I would see and what events they represent in that country's history. I would want to do this not only because I think it would make my trip more enjoyable, but because I think it would make me a better guest in their country. Being able to "speak the language" allows you to have a better exchange of ideas, invites discussion and enhances your trip. It shows respect.
It's the same in business. Many librarians I have spoken to tend to dismiss the need to "speak the language". They meet with business leaders, government officials or others outside their own realm, and yet they continue to speak library-ese. The terms circulation, collection development and patrons all mean something very different to the non-librarian. Business leaders want to know about the bottom line, positive PR and (let's be honest) what's in it for them. Government officials are interested in tax bases, government mandates and voter satisfaction. If we are to visit these "foreign lands" and experience some success in our travels, we need to speak the language.
This principle carries over in other areas too. If you visit some of the land in the Middle East, you have to be aware of what you wear. Many countries have a culturally-based dress code. Men don't wear shorts, women have their heads covered. You can choose to not participate, but don't get mad when your individuality rubs people the wrong way.
Again, it's the same in the non-library world. Individuality is all well and good, but if you choose to present to a group of business leaders wearing something that is more ideal for, say, a Celtic festival, don't be upset if they choose to not take you seriously. There is a language and dress for the culture. Do your research, learn about the place you're visiting and speak the language.
I don't say this to disrespect individuality; rather I say this because we need to respect those who we are asking to become share-holders in our library; those to whom we are turning for financial aid, to advocate for us, to be library champions. You show respect to another's culture and language by learning about it, by sharing it and by participating in it. I say we should do the same when we leave our library world and enter the business world, the government world or any other profession. Learn the culture and speak the language.
Wednesday, April 7, 2010
If you build it . . .
After 3 mornings of a very good course on coaching staff, I have learned a lot, including that being a good coach is tough work.
But here's a though for those who are dealing with people who you just "don't get", those on you staff, on your board on in your circle of life experiences who operate with a different set of specs that you; those who "march to the beat of a different drummer."
Before you can make any inroads towards building a good working relationship with them, you need to build an alliance. Set aside a time without interruptions, where you can focus on them and ask questions, lots of them. Find out how they like to work. ask what motivates them and what they are looking for from this job, position or networking relationship. How do they like feedback, what happens when they are not getting what they need and what can be done to remedy that? Share with them about your expectations, needs and your style of managment. This could take an hour or a couple of hours depending on the nature of your relationship, but it is time well invested.
Even if you think you have good, open communication with your staff, is there not always room for improvement? Take time to sit down and talk to your staff or board members. Get them to share on the one topic they are always going to be an expert on - themselves. Learn about them, their style of working, their needs as part of your team. Clear your mind of your responses, focus on them.
Then build your alliance on that. Find the common ground or negoiate to it. If you are a task orientented person, they are a pure people person - there may not be common ground; build a bridge if need be, and agree to meet there. If they like to touch base with you daily, see if they can live with 3 days a week, then make it happen. Put it on your calendar but do it. As the manager, leader and entrepreneur, it is your responsibility to know your staff and adjust to them (within reason).
Successful Entrepreneurs Build - they build strong companies, buildings, networks, marketing plans and finances; but most of all, they build strong relationships.
But here's a though for those who are dealing with people who you just "don't get", those on you staff, on your board on in your circle of life experiences who operate with a different set of specs that you; those who "march to the beat of a different drummer."
Before you can make any inroads towards building a good working relationship with them, you need to build an alliance. Set aside a time without interruptions, where you can focus on them and ask questions, lots of them. Find out how they like to work. ask what motivates them and what they are looking for from this job, position or networking relationship. How do they like feedback, what happens when they are not getting what they need and what can be done to remedy that? Share with them about your expectations, needs and your style of managment. This could take an hour or a couple of hours depending on the nature of your relationship, but it is time well invested.
Even if you think you have good, open communication with your staff, is there not always room for improvement? Take time to sit down and talk to your staff or board members. Get them to share on the one topic they are always going to be an expert on - themselves. Learn about them, their style of working, their needs as part of your team. Clear your mind of your responses, focus on them.
Then build your alliance on that. Find the common ground or negoiate to it. If you are a task orientented person, they are a pure people person - there may not be common ground; build a bridge if need be, and agree to meet there. If they like to touch base with you daily, see if they can live with 3 days a week, then make it happen. Put it on your calendar but do it. As the manager, leader and entrepreneur, it is your responsibility to know your staff and adjust to them (within reason).
Successful Entrepreneurs Build - they build strong companies, buildings, networks, marketing plans and finances; but most of all, they build strong relationships.
Monday, April 5, 2010
3 Keys to Enterpreneurial Success
I recently read an article that was published on OPEN Forum. The article was an interview with Bill Gross, the founder and CEO of idealab, who has founded more than 75 startups in his lifetime. More amazingly, dozens of them have grown into successful, sustainable businesses.
The interviewer talked to Bill Gross and discussed several topics, including his amazing success rate. Out of this interview came the three most important pieces of advice that Mr. Gorss would give to other entrepreneurs.
First, you have to be passionate about the product or service you're providing. Every emerging business will have near-death experiences, and to get through them you need more than a financial incentive. You need to really care about what it is you're trying to do. As librarians, we have that in spades. I don't know of anyone working in a library for any length of time who does not truly believe in the mission and work of the library.
Second, he stated that you need to be straightforward with everyone you're dealing with. Straightforward with investors, straightforward with employees, straightforward with customers. You need to tell people what to expect, and you need to be honest and forthright when things don't go as you hoped or expected.
Now this one may be a bit more difficult for us. Library workers tend to gloss over the troubles; we turn a blind eye to gaps (whether due to our inability or a lack of resources). I know I have dropped the ball on this one.
His last piece of adivce; you need to give your employees a significant piece of the action. Many entrepreneurs worry too much about hanging on to every last share of equity. In so doing, they underestimate how much a meaningful equity stake (via options) will motivate the rest of the team.
Now librarians dont' have shares and stock options to offer their employees, but we do have something just as important. We can allow our staff ownership by putting their advice, their suggestions and their skills into practice. Just as we as managers & leaders what people to assume we "know what we are doing" - don't you think your staff wants that too?
Be passionate, Be straightforward and Give your staff a piece of the action. 3 Keys to success from an enterpreneur who knows what he is talking about.
You can read more of this interview at http://tiny.cc/rtj6j
The interviewer talked to Bill Gross and discussed several topics, including his amazing success rate. Out of this interview came the three most important pieces of advice that Mr. Gorss would give to other entrepreneurs.
First, you have to be passionate about the product or service you're providing. Every emerging business will have near-death experiences, and to get through them you need more than a financial incentive. You need to really care about what it is you're trying to do. As librarians, we have that in spades. I don't know of anyone working in a library for any length of time who does not truly believe in the mission and work of the library.
Second, he stated that you need to be straightforward with everyone you're dealing with. Straightforward with investors, straightforward with employees, straightforward with customers. You need to tell people what to expect, and you need to be honest and forthright when things don't go as you hoped or expected.
Now this one may be a bit more difficult for us. Library workers tend to gloss over the troubles; we turn a blind eye to gaps (whether due to our inability or a lack of resources). I know I have dropped the ball on this one.
His last piece of adivce; you need to give your employees a significant piece of the action. Many entrepreneurs worry too much about hanging on to every last share of equity. In so doing, they underestimate how much a meaningful equity stake (via options) will motivate the rest of the team.
Now librarians dont' have shares and stock options to offer their employees, but we do have something just as important. We can allow our staff ownership by putting their advice, their suggestions and their skills into practice. Just as we as managers & leaders what people to assume we "know what we are doing" - don't you think your staff wants that too?
Be passionate, Be straightforward and Give your staff a piece of the action. 3 Keys to success from an enterpreneur who knows what he is talking about.
You can read more of this interview at http://tiny.cc/rtj6j
Thursday, April 1, 2010
Define "Entrepreneur"
Webster's dictionary defines entrepreneur as "one who organizes, manages, and assumes the risks of a business" It is from the French word entreprendre 'to undertake'.
But while this short phrase offers a broad picture of what an entrepreneur does, it does not touch who they are, what they are. So I am asking for your take. What IS an entrepreneur?
Share in the comments and let's see where this takes us?
But while this short phrase offers a broad picture of what an entrepreneur does, it does not touch who they are, what they are. So I am asking for your take. What IS an entrepreneur?
Share in the comments and let's see where this takes us?
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