Librarians as Agents of Transformation by R. David Lankes

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“Librarians as Agents of Transformation” Informatie aan Zee 2015. Oostende, Belgium.

Abstract: What can be learned from the U.S. librarians’ response to the economic crisis, and the importance of hope and optimism in librarianship.



Major Points: Major points


Designing a Career Strategy for Evolving Roles and Opportunities September 2015 KLA/KASL Conference – Librarians in the 21st Century:

Why attitude is more important than IQ by Travis Bradberry, LinkedIn

Why Attitude Is More Important Than IQ
Dr. Travis Bradberry

Coauthor Emotional Intelligence 2.0 & President at TalentSmart

Why Attitude Is More Important Than IQ

Psychologist Carol Dweck has spent her entire career studying attitude and performance, and her latest study shows that your attitude is a better predictor of your success than your IQ.

Dweck found that people’s core attitudes fall into one of two categories: a fixed mindset or a growth mindset.

With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you’re challenged because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed.  Read more….

Library Superbosses Lead By Creating Careers | Leading from the Library

Steven BellIt makes sense. Great bosses create workplaces where staff want to be. Lousy bosses make staff miserable so they quit and go elsewhere and try to recover. What exactly does a superboss do?

Have you ever known a superboss? A superboss is more than just a good leader who runs the type of library where staff members want to work and community members want to be. A superboss creates a library legacy primarily through two actions: First, there is a unique ability to identify top talent, staff members who exhibit tremendous potential to do great things. Second, there is leader development at a high level that produces a next generation of library leaders who go out and do great things on their own. To be a superboss means putting the future career success of the library’s executive team or unit heads ahead of one’s own selfish desires to keep subordinates under control and in place. The superboss takes pride in knowing she has given staff opportunities for leadership development, and may be sorry to see good people go on to new jobs but does so knowing they deserve their chance to take the reins and deliver on their own library leadership vision.


Superboss is hardly the term I would have come up with for the type of leader described above. I might go with the familiar “remarkable leader,” but perhaps there needs to be a more distinctive way to describe a leader who is particularly skilled at developing staff, or whose track record demonstrates an ability to produce subordinates who go out and do great things on their own. A good case is made for the superboss in Sydney Finklestein’s article “Jon Stewart, Superboss.” Finkelstein became interested in the track records of leaders who could be linked to the rise of an industry’s top leaders. He did this by examining fields where the top 50 most prominent or influential individuals could be connected back to one or two leaders who had employed a disproportionate share of those 50. He came up with a group of superbosses across industries and found that “although their personalities varied, these bosses all demonstrated an unusual, even legendary ability to develop the best talent in their industries.” These superbosses are a diverse group, from Lorne Michaels and Oprah Winfrey in entertainment, to Ralph Lauren in fashion, and Bill Walsh in professional sports. One individual in particular has a truly impressive track record.


Why Leaders Can’t Afford to Overlook Rudeness at Work

Heather R. Huhman Contributor Career and Workplace Expert; Founder and President, Come Recommended

August 31, 2015

Anger, gossip and irresponsibility are the sorts of behaviors that come to mind when we think about a toxic workplace, but a new study reveals another behavior leaders should beware of: rudeness.

Rude behavior is contagious and can spread quickly throughout the workplace, according to the study published in the Journal of Applied Psychology in June. The study found impolite interactions cause employees to perceive rudeness in later interactions, which often results in impolite retaliation.

Leaders shouldn’t tolerate this kind of harmful behavior — it’s not something that can be swept under the rug. Here are some ways to address rudeness in the workplace, before it spreads:

1. Set and maintain expectations.

One of the most important employee needs is clear expectations. If there aren’t any established boundaries and expectations, employees don’t have a guideline to follow.

“Great managers don’t just tell employees what’s expected of them and leave it at that; instead, they frequently talk with employees about their responsibilities and progress. They don’t save those critical conversations for once-a-year performance reviews,” states an article published in Gallup’s Business Journal in April.

Establish expectations through frequent conversations with employees. Don’t not just meet monthly or quarterly. Keep a positive tone and address examples of what employees already do well. When gray areas are uncovered, address them by collaborating with employees to determine a set rule.

Related: How the Epidemic of Bad Behavior Affects Your Business

Read more:

Image credit: Marie Richie | Flickr

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