Conferences | Networking | Career advice
Conferences provide excellent business opportunities if you know how to network effectively. At a conference with dozens or hundreds of people, it’s difficult to know where to start. Go in with the intention of making several meaningful connections instead of trying to meet every person or impress the big names. When you leave the conference, you’ll have a list of people with whom you can continue building strong business relationships.
Have concrete goals in mind. You can’t talk to everyone at a conference, so it’s a good idea to go in knowing what you want to get out of it. Do you hope to find an “in” that will eventually lead to a job offer? Do you want to garner more business for your company? Perhaps you simply want to meet people in your line of work and foster a deeper connection with others in your industry.
- Your goals will influence which panels you attend and which people you seek to meet. Instead of just going with the flow, plan out your time so you’re utilizing each hour to work toward your goals.
- Remember that you’ll be more successful if you’re open to other people’s pitches instead of just trying to push your own agenda on people. Getting to know people is a good goal in and of itself, since it leads to long-term relationships that just don’t happen if you’re tossing out as many business cards as possible without taking time to have real conversations.
Leadership | Management | Supervision |Workplace
Dr. Travis Bradberry | May 24, 2017
Six times Google has topped Fortune magazine’s list of the 100 Best Companies to Work For. Most people assume that Google tops the list because of their great benefits and all of the fun and perks that they pack into the Googleplex. But that’s just part of the equation.
Google knows that people don’t leave companies; they leave bosses. But unlike most companies, who wait around hoping for the right bosses to come along, Google builds each Googler the boss of their dreams.
Their people analytics team starts by researching the qualities that make managers great at Google. These managers aren’t just high performers, they receive high marks for their leadership from the people that report to them. They’re the managers everyone wants to work for.
Next Google built a training program that teaches every manager how to embrace these qualities. Once managers complete the program, Google measures their behavior to ensure that they’re making improvements and morphing into managers that Googlers want to work for.
Google is building bosses that are so good, they’re unforgettable. And why do they do it? In the words of Laszlo Bock, Google’s SVP of People Operations, “Our best managers have teams that perform better, are retained better, are happier — they do everything better.” Read more…
Leadership | Workplace | Motivation
by Larry Bonfante | September 21, 2017
A number of years ago, I was interviewed by a major trade journal and was asked about my leadership style. One question the interviewer specifically asked me was, “How do you lead people?”
I answered him in a grammatically incorrect way (I’m having flashbacks to the nuns smacking my knuckles with a ruler!). I stated emphatically that I don’t lead people, I lead persons!
While this may be grammatically incorrect, I feel strongly that it makes a critically important point. You see, each of us is wired differently. Each person is a unique combination of talents, competencies, attitudes, preferences, etc. What matters deeply to me may not mean a hill of beans to you. What motivates you may be of no consequence to me.
Leading persons is about understanding what makes them tick as individuals and then tailoring a personalized value proposition that resonates with each of them. Read more…
Workplace | Communication | Career advice
by Travis Bradberry | LinkedIn Influencer | 03-20-16
When you’re a nice person, conflict can be a real challenge. Not that mean people are any better at conflict; they just enjoy it more.
New research from Columbia University shows that how you handle conflict can make or break your career. The researchers measured something scientifically that many of us have seen firsthand—people who are too aggressive in conflict situations harm their performance by upsetting and alienating their peers, while people who are too passive at handling conflict hinder their ability to reach their goals.
The secret to effective handling of conflict is assertiveness—that delicate place where you get your needs met without bullying the other person into submission. Assertive people strike a careful balance between passivity and aggression (that is, they never lean too far in either direction).
Workplace | Employment | Leadership
By Hayley Benham-Archdeacon—Lattice | 09.13.17
When I was hired by Trader Joe’s at 16, I wasn’t even legally able to run a register. I was told I was hired based on my personality, even if I was almost useless. By the time I left seven years later, I’d worked across six different stores. And I don’t know how they do it, but they have the best managers possible, consistently.
Trader Joe’s hierarchy is organized unlike anywhere else I’ve worked. Each store runs with one captain, and a team of eight to 12 mates. Everyone else is crew. And yes, they are thorough with the sailor-ship deck theme.
I thought that having so many middle managers would cause problems, but in fact it turns out to be good for everyone. Oversight of opening and closing shifts are distributed evenly, and tasks and assignments are rotated throughout the week, which means no one is stuck taking in the frozen truck at 4 a.m. every single morning, or closing out our computers every night until midnight. Maybe that’s why managers are able to stay so nice to us. And if you don’t feel comfortable going to one manager about a problem or personal event? No problem, you have 10 others to speak to.
At my last store, my coworker was having a rough time in his personal life and the frustration was beginning to show at work. We watched a manager take him out back, presumably for a stern talking to. In fact, the manager handed him a box of broken eggs from the spoils cart, taped a plastic pallet wrap up to the wall of our loading dock, and told him to throw eggs at the wall until he felt better. It worked.
Jobs | Career Advice | Academia
September 11, 2017
In my three years on the tenure track, I’ve already served on five faculty search committees and two for staff positions (across four divisions and four departments). That’s life at a small college. If I’ve learned anything from being on this side of the hiring table, it’s that applicants need to think beyond the position when deciding where to apply.
We all know the faculty job market isn’t pretty. And plenty of Ph.D.s don’t feel as if they have any choice in pursuing teaching positions: They go where the job is. But as a new hiring season gets underway in academe, I will take a somewhat contrarian position here and urge Ph.D.s to be as choosy as they can in the interest of their own professional longevity.
Can you build a life there? Before you accept a position, I strongly encourage you to consider whether it aligns with your personal life. Most notably: Is the job located in a place you actually want to live? The answer to that question is complex, and should consider a wide variety of factors — cost of living, proximity to friends and family, access to desirable nonwork-related activities, and affordability of local housing. For single people, the viability of the dating scene is a serious consideration, just as the quality of the school system should be of supreme importance to applicants with children.
Racial and ethnic minority applicants have a few extra considerations when determining if a city is a good fit. Will you be “the only” everywhere you go? Can you get your hair done or find haircare products without driving for an hour? Are there churches or faith-based organizations at which you could become a member? How accessible are cooking ingredients that fit your cultural needs?
Career advice | LIS | Skills
by Kim Dority
Trying to get a handle on what library technologies LIS professionals need to know can be a challenge, as both the tasks that librarians are taking on – and the tools they’re using to do them – seem to be changing daily.
Nevertheless, it’s especially important for job hunters to be aware of technology skills and knowledge that are in-demand, because increasingly these tools will be central to successful performance of your career.
Two ways to frame key librarian work technologies
When understanding what may be relevant to your career, consider two variables:
- Where you work, i.e., whether the employer would be a traditional LIS or non-LIS setting.
- The responsibilities and type of work you might be doing for that employer.
LIS employer type or collection