Library careers | Academic libraries | Career Advice
by Susanne Markgren | January 23, 2018
Q: I need your advice. I have nine years experience in public libraries. I completed my Library Science Degree while working full time. It has been a year since my graduation and I am itching to work in academic libraries. Before library school, I always thought I would end up working in public libraries, however since I have been exposed to all the available options — that has changed.
I enjoy working in public libraries but want to explore academic libraries and I think it is a better fit for my skills. For the past year I have been applying to academic institutions for entry level positions but to date have received no call backs. How do I move from a public library to an academic library with no academic library experience, because most academic vacancies require at least one year experience in an academic environment. Any advice on how I can make myself more employable without having the necessary working experience would be most appreciated.
A: This is a common question, and moving from one type of library to another can be a difficult maneuver, but isn’t impossible. And advice about switching from one type of library to another can be helpful, no matter what type of library. As Ellen said in a previous Q&A, “You’ll need a compelling answer to the question ‘Why are you seeking to make the switch from A to B?’”
Here are a few (other) suggestions:
- Revise your application materials. Look at academic librarian resumes to see how they are formatted and organized. Use the job description to emphasize the aspects of your experience and skills to best match the top job requirements — in both your resume and cover letter.
- Don’t hide the elephant in the room, use your public library experience to your advantage, to make you a unique candidate. Mention in your cover letter how your years working in public libraries will make you an excellent academic librarian – and use examples. Do you work with diverse populations, or a specific ethnic group? Do you have experience with programming, teaching, reference work, access services, systems, collection development? Do you work with high school students? Do you have unique customer service or language expertise? Be specific in your language and the tools you’ve used in your work.
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 | Librarians | Professional development | Continuing education
by Steven Bell | October 26, 2017
Telling library leaders that leadership is a constant process of learning is good advice but of minimal help to busy leaders with little time for learning, whether formal or informal. That is why a commitment to a growth mindset may be a leader’s best strategy for continuous improvement.
A foundational premise of Leading From the Library is that good leadership results from a commitment to constant learning. Whether you think leaders are born or made, the job involves a degree of complexity that requires constant attention to progress and adaptation to a rapidly changing workplace. This column has explored multiple vehicles for leadership education, from leadership development programs to studying lessons of great (and flawed) leaders. I hope that Leading From the Library is one of your go-to resources for learning about leadership, but there are dozens of good leadership blogs, newsletters, and Twitter feeds at your disposal. That there are so many good but competing resources points to the big challenge: Where do leaders find the time to develop their leadership skills and how do they develop a smart strategy for keeping up, one that allows for maximum learning in minimal time? The best are able to rigorously motivate themselves to pursue continuous learning despite time and distraction obstacles. Read more…
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…
Conferences | Networking | Professional Development
by Kyle Ewing | People Operations | October 1, 2017
It’s that time of year again! On October 4, more than 18,000 people will convene in Orlando for the Grace Hopper Celebration of Women in Computing. As the world’s largest gathering of women in tech, GHC can be an action-packed and incredibly rewarding experience. Over three days, there are hundreds of sessions, ranging from keynote addresses, to panels and presentations by industry leaders. Add in the largest career fair I’ve ever seen and conference-related social events, and it can be hard to know where to focus your time. But with the right approach, you can learn new skills, hear about trends in your field, and make lasting connections — both professionally and personally. Whether you’re a student off to your first big conference or a seasoned pro, here are some tips that fellow Googlers and I use to navigate events like GHC:
1. Make a plan.
Have a goal for what you would like to get out of the conference. Are you there to learn and gain knowledge? Want to make new networking connections? Is there a colleague or potential mentor who you want to support? Go through the agenda and devise a plan tailored to your goal. (Conference apps are great for this.) And have a backup plan in case that session you were dying to go to is jam-packed.
2. Divide and conquer.
If you’re attending with co-workers, try splitting up and then sharing notes. Regroup during meals or at the end of the day to share key learnings and takeaways. Read more…
Leadership | Management | Supervision | Mentoring
by Dr. Travis Bradberry | July 17, 2016
Many bosses assume that a leader needs to be aloof and tough on employees in order to be effective. They fear that looking “soft” will erode their employee’s motivation and respect for them. To prove their case, they cite examples of brilliant leaders who modeled a tough leadership style, such as Steve Jobs, who berated his employees.
When it comes to success as a leader, radically tough leadership styles are exceptions to the rule, not the rule. Recent research has shown that overly tough bosses create significant health and motivation problems in their employees, which will make you think twice about taking the tough-as-nails approach.
Overly tough bosses create stress, and lots of it, as the research shows: A University of London study found an especially strong link between heart disease and boss-inflicted stress, while a University of Concordia study found that employees who rate themselves as highly stressed added 46% to their employer’s health care costs. Research from the Institute of Naval Medicine found that overly tough bosses cause people to seek jobs elsewhere, to perform at a lower level, to decline promotions, and even to quit. Finally, a survey from Randstad Consulting showed that most employees would trade in their bosses for better ones rather than receive a $5,000 pay raise. People don’t leave jobs; they leave bad bosses.
The thing is, nice bosses don’t just prevent health and motivational problems among their employees; they create massive benefits that hard-nosed bosses can’t. A California State Long Beach study found that leaders who treat their teams fairly have far more cohesive and productive teams and that the individuals in those teams perform better. Research from the University of Virginia found that leaders who were considered “self-sacrificing” and “helpful” were viewed as especially inspirational and motivational and their employees were more helpful to their colleagues and more committed to their teams.
Branding | Career advice | Professional development
CREDIT: Getty Images
by Kristi Hedges | The Muse
We’ve all probably heard the hype about personal brands: We have to get one–and fast.
Yet, most people don’t really know what it is or how to go about making one.
Your personal brand is a reflection of the kind of person you are and want to be–your values, your motivations, your career goals. These then translate into how you act around the office, interview for jobs, and promote yourself on social media. But you can’t use your brand to get ahead unless you know exactly what it is and why it makes you unique.
So, how do you approach your personal brand in a way that’ll make it easy for you to explain, others to understand, and the world to appreciate?
Focus on these four things: