When I think of my grandmother, I remember the food she always had in her pantry: Honey Nut Cheerios, Ritz Crackers, Folgers coffee, Joy ice cream cones, and Tang. When I think of my own cupboards, I rarely have one consistent item. Sometimes I will purchase brand names and other times I will get the dollar store version. I like to try out different items, different brands, or buy whatever is on sale. This is not what companies like to hear. Millennials’ fickle trends, popular diets, and adventurous exploring do not provide a dependable customer base.
Posts Tagged ‘management’
Much has been written about the numerous benefits to be had from a failed experience at work. It’s widely thought of as a cliché in the business world to “embrace failure.” There are, to-date, eight TED Talks about learning from failure. Experts extol the virtues of analyzing mistakes in order to avoid repeating them. Many managers have procedures and policies in place that are designed to help their employees embrace failure in the name of positive change. And yet, denying failure and a reluctance to admit defeat are still the norm, from healthcare to politics, from giant corporations to small-town public libraries.
Managing electronic resources can be complex. Every decision has multiple internal stakeholders, and each vendor is unique.
Anyone who has worked in or patronized a small public library knows that in order for the organization to thrive, the manager must employ a wide variety of skills on a daily basis. “From chief cook to bottle washer” is a commonly heard phrase when public library managers are asked to describe their duties. While there are skills that can be taught and learned ahead of time to maximize success in the public library manager role, many of the management skills necessary for success are acquired on the job. The job doesn’t necessarily have to be in the public library setting, however. There are commonalities across library and organizational settings that allow for managerial skills to be acquired and transferred so that the public library manager can excel, no matter how he or she might have gained that experience.
Steven Bell, in his September 2, 2015th article in Library Journal, “Library Superbosses Lead by Creating Careers/Leading from the Library,” defined the superboss as a leader with a keen ability to recognize tremendous talent, then develop it to create new library leaders who can strike out to and achieve their own “great things.”
While libraries strive to remain relevant, you can see the slide to the “let’s run it like a business” mentality. I firmly believe we need to think outside of the box of traditional operations of a library. Creative problem solving is a must in our business! I picked up this monograph and was surprised to be faced with a different line of thinking—we don’t need to be like a business, we just need to be great.
For this first blog post I want to focus on the issue of building trust. Lencioni addresses this in his book The Advantage: Why Organizational Health Trumps Everything Else in Business. According to Lencioni, before you can get healthy as an organization, you need to establish a strong team. To establish a strong team, you must establish trust.