Home » Leadership and Managment (Page 14)

Category Archives: Leadership and Managment

​The Sharing Economy and libraries: does “access over ownership” ring a bell? (FREE IFLA/ALA Webinar, March 8)

Posted on by | Leave a comment

Professional development | Continuing education | Webinar | Advocacy

I plan to attend.

Vesna Vuksan's avatarIFLA New Professionals Special Interest Group

Sharing Economy and Libraries

People around the world have been transforming the unused capacity of things they own and services they provide, such as business expertise, power tools, bikes and even cars. The National Journal writes “Libraries are especially apt to increase their relevance in the coming years, considering the rise of the ‘sharing economy,’ a concept arguably invented by the first libraries.”

In the digital era, how do libraries continue to be relevant community resources?

Even though the Sharing Economy model resembles a traditional library borrowing model, libraries are extending their services to borrow everything — from seeds and kitchen appliances to music instruments, crafting tools, sewing machines and opening Repair Cafes.

Join us for the webinar on March 8 at 11:00 am EST (5:00 pm CET) with Loida Garcia-Febo and George Needham!

Speakers

Loida Garcia FeboKeynote: “Librarians building capacity for advocacy through education” by Loida Garcia-Febo

Libraries are pillars of public…

View original post 410 more words

How values guide our understanding of trends and transition

Posted on by | Leave a comment
Center for the Future of Libraries | Library Trends | Core Library Values

future-web

For many futurists and trend spotters, “futuring” is fundamentally about the study of change.

“We can learn a great deal about what may happen in the future by looking systematically at what is actually happening now,” wrote Edward Cornish, one of the founders of the World Future Society.

We study change so we can prepare for the many futures that might happen. We start seeing what’s coming next. We study so that we won’t be surprised. And we study so that we’ll be better prepared to start creating the future.

That’s good news for library and information professionals. We are expert in finding, organizing, processing, and prioritizing information. From wherever we are in our organizations, we all have opportunities to observe changes in our communities and consider the implications over the long term.

But observation is simply not enough. One of the biggest lessons my colleagues and I have learned while developing the Center for the Future of Libraries is that studying change is useless without considering values. We need to look at trends and changes with consideration of our own professional values (confidentiality and privacy, diversity, equitable access, intellectual freedom and expression, preservation) and the values that we seek to provide to our communities (a civic commons, democracy, discovery, education and literacy, public discourse).  And so, looking at changes, we need to ask ourselves what they might mean for intellectual freedom, for education, for equitable access, or for any of the other values that drive our work. Read more….

What the Best Mentors Do | by Anthony K. Tjan

Posted on by | Leave a comment

Career advice | Coaching |Mentoring

February 27, 2017

feb17-27-2660229-1024x576

 

 

 

 

Mentorship comes in many flavors. It doesn’t always work unless leaders bear in mind a few common principles.

Over the past three years, as part of my forthcoming book, I’ve been researching how leaders can better judge and develop their talent in light of a changing, more purpose-driven, more tech-enabled work environment. Having interviewed close to 100 of the most admired leaders across business, culture, arts, and government, one important characteristic stands out: They do everything they can to imprint their “goodness” onto others in ways that make others feel like fuller versions of themselves. Put another way, the best leaders practice a form of leadership that is less about creating followers and more about creating other leaders. How do they do that? I’ve noticed four things the best mentors do:

Put the relationship before the mentorship. All too often, mentorship can evolve into a “check the box” procedure instead of something authentic and relationship-based. For real mentorship to succeed, there needs to be a baseline chemistry between a mentor and a mentee. Studies show that even the best-designed mentoring programs are no substitute for a genuine, intercollegial relationship between mentor and mentee. One piece of research, conducted by Belle Rose Ragins, a mentoring expert and professor at the University of Wisconsin-Milwaukee, demonstrated that unless mentees have a basic relationship with their mentors, there is no discernable difference between mentees and those not mentored. All this is to say that mentoring requires rapport. At best, it propels people to break from their formal roles and titles (boss versus employee) and find common ground as people. Read more…

Gender in the Job Interview

Posted on by | Leave a comment

Career Advice | Job interviews |Women in the workplace

by Robin Mamlet | February 21, 2017

photo_80323_landscape_650x433

Tim Foley for The Chronicle

 

As women move up the leadership ranks in higher education, they find fewer and fewer female peers. That’s been fairly well documented by the American Council on Education and other sources, and is no surprise to those of us in the executive-search industry.

Why that’s the case is a topic fraught with complexity. There is the matter of stepping up and Leaning In to be sure, but there is also sexism — sometimes the overt kind and sometimes the subtle kind that occurs all along the leadership trajectory and affects who is mentored, who is labeled “leadership material,” and who gets the kind of opportunities and assignments that lead most directly to advancement.

Of the many factors that limit women’s advancement, two are things we ought to be able to resolve: how candidates present themselves in job interviews and how search committees interpret those interviews. Read more…

 

 

 

How to Stand Up to the Boss (And Not Get Fired)

Posted on by | Leave a comment

Career Advice | Mentoring

aaeaaqaaaaaaaaxmaaaajddhyji5zthmltjjn2mtngu3zc1iywqzltvmmjfmmty0njizmw

Published on February 13, 2017

by Dorothy Tannahill Moran

As things go, one of the more difficult things to do is to confront or push back on the boss. A lot of people won’t do it because they fear it would cause them to get fired or minimally get on the bad side of the Boss.

While it’s an understandable concern, its also unfounded. Your brain is making up false assumptions appearing as real (F.E.A.R.). Unless you know without a doubt that your boss is too sensitive for well-executed confrontation, you need to add this to your toolkit.

Let’s first look at reasons why Standing Up to the Boss, can be a good skill:

a) The Boss isn’t always right

Read more…