A REMINDER, THAT ALL OF OUR WEBJUNCTION WEBINARS AND OTHER
WEBINARS AND LIBRARY SPECIFIC COURSES ARE AVAILABLE IN THE
WEBJUNCTION CATALOG FOR FREE.
IF YOU AND YOUR FELLOW LEARNERS DO NEED CERTIFICATES, WE
PROVIDE CERTIFICATES FOR ALL OF THE LEARNING IN THE CATALOG
AND WE ARE ABLE TO PROVIDE THIS SERVICE FOR FREE THANKS TO
THE SUPPORT OF, OCLC AND AGENCIES ACROSS THE COUNTRY.
WE WANT TO BE SURE IF YOU ARE NOT YET SUBSCRIBED TO
CROSSROADS OUR NEWS LETTER COMES TO YOUR E-MAIL BOX TWICE A
MONTH AND IT'S AN EXCELLENT WAY TO STAY UP TO DATE ON OUR
WEBINARS, LEARNING OPPORTUNITIES, PROJECTS, STORIES FROM THE
FIELD AND IF YOU HAVEN'T YET SUBSCRIBED TO CROSSROADS I HAVE
A LINK TO THE LANDING PAGE.
YOU CAN SUBSCRIBE FROM THAT PAGE OR OUR HOME PAGE.
WE HAVE LEARNER GUIDE FOR TODAY'S WEBINAR.
WE HAVE BEEN CREATING LEARNER GUIDES AS A WAY TO EXTEND YOUR
LEARNING ON THIS TOPIC, WHETHER YOU ARE DOING THAT LEARNING
ON YOUR OWN OR WITH OTHERS.
THERE ARE QUESTIONS DISCUSSION AND REFLECTION.
WE ALWAYS ENCOURAGE FOLKS TO CONSIDER LEARNING TOGETHER AS
WELL.
SO WELCOME, ESPECIALLY TO ANY OF YOU WHO ARE GATHERED TODAY
FOR THIS WEBINAR LEARNING TOGETHER.
ALL RIGHT.
I'M GOING TO GO AHEAD AND GET OUR RECORDING STARTED.
WELCOME YOU TO OUR SESSION TODAY WITH -- IT'S CALLED
"RESPONDING TO CALL MANAGING RELATIONSHIPS WITH
CONSTITUENCIES AND OUR PRESENTERS ARE JAMIE LARUE AND SHARON
MORRIS.
I WILL PASS IT OVER TO THEM AND LET THEM GIVE YOU A BIT MORE
OF AN INTRODUCTION.
WELCOME.
WE ARE SO GLAD YOU ARE HERE, JAMIE AND SHARON.
>> THANK YOU SO MUCH, JENNIFER.
I WILL BRIEFLY INTRODUCE MYSELF.
I HAVE BEEN A LIBRARY ADMINISTRATOR FOR 30 YEARS.
IN THE PAST SEVERAL YEARS I HAVE BEEN AN INDEPENDENT
CONSULTANT AND DOING A LOT OF EXECUTIVE COACHING.
ONE OF THE THINGS I'VE LEARNED ABOUT NEW LIBRARY DIRECTORS
IS IF THEY CAN FIGURE OUT STRATEGIES TO MANAGE, THEY ARE
LIKELY TO BE SUCCESSFUL.
THAT'S HOW I'M APPROACHING OUR TOPIC FOR TODAY.
>> HELLO.
I'M SHARON MORRIS.
YOU CAN SEE I'M THIS PERSON OVER HERE, NOT JAMIE.
I WORK AT THE COLORADO STATE LIBRARY.
I'M THE DIRECTOR OF LIBRARY DEVELOPMENT, STATE LIBRARY.
I APPROACH THIS TOPIC FROM A DIFFERENT PERSPECTIVE.
I HAVE WORKED IN MY POSITION FOR 12 YEARS NOW.
OVER THAT TIME I'VE SEEN A LOT OF AMAZING PUBLIC LIBRARY
DIRECTORS DOING EXTRAORDINARY WORK, AND JUST ABOUT THE TIME
I'M THINKING SOMEBODY IS DOING A GREAT JOB THEY CALL ME AND
SAY SOMETHING BAD HAPPENED.
I'VE REALLY THOUGHT ABOUT, OVER THE YEARS, WHAT CAN WE DO TO
SUPPORT PUBLIC LIBRARY DIRECTORS.
I DID MY DISSERTATION AND FROM THAT COMES THIS PERSPECTIVE
THAT I THAT IS A LITTLE DIFFERENT FROM JAMIE'S.
WHAT IS FUN IS WE WILL EACH GIVE OUR OWN PERSPECTIVE AND WE
WANT YOU TO JUMP IN AND PROVIDE YOUR INPUT AND IDEAS BECAUSE
YOU HAVE EXPERIENCE, AS WELL.
SO, WITH THAT IN MIND, I WILL JUST GO TO THE NEXT.
THERE WE GO.
SO, HERE'S OUR PLAN FOR THE DAY.
WE ARE DOING THE INTRODUCTIONS NOW AND THEN JAMIE AND I BOTH
HAVE MODELS THAT OVERLAP.
THEY ARE DISTINCT BUT PAIR LEVEL ENOUGH THAT WE WANT TO
INTRODUCE THOSE MODELS TO TOO HAVE AN OPPORTUNITY FOR YOU TO
ENGAGE IN THE IDEAS BEHIND THAT MODEL AND CITY OF WHAT
CONSTITUENCIES AS A PUBLIC LIBRARY DIRECTOR, WE ARE COMING
TO YOU, EITHER IF YOU ARE A DIRECTOR OR WANT TO BE A
DIRECTOR, WHAT CONSTITUENCIES AND STRATEGIES DOES A PUBLIC
LIBRARY DIRECTOR NEED TO HAVE A SUCCESSFUL TIME IN THEIR
WORK ENVIRONMENT AND THEN RESERVE SOME TIME AT THE END TO
THINK OF HOW YOU PLAN FOR THAT.
AGAIN, THE LEARNER GUIDE WILL SUPPORT THAT.
WE THANK JENNIFER FOR THAT.
I THINK, GENERALLY -- I DON'T KNOW WHY I DIDN'T MENTION IT
AT THE BEGINNING OF THE HOUR, WE ARE SO GRATEFUL TO
WEBJUNCTION FOR HOSTING US AS WE DO THIS.
SO, I AM GOING TO START WITH MY MODEL AND THEN JAMIE WILL
SHARE HIS.
MY MODEL COMES FROM THIS IDEA -- AS I INDICATED BEFORE,  PUBLIC LIBRARY LIBRARY DIRECTORS HAVE A LOT OF
RESPONSIBILITY.
I HAVE CHUNKED THEM INTO FOUR AREAS.
JAMIE HAS FIVE.
THE BROAD AREA STARTING FROM THE LEFT HAND COLUMN ARE THE
LIBRARY.
OBVIOUSLY THE DIRECTOR DIRECTS THE OPERATIONS OF THE LIBRARY
AND OTHER THINGS GOING ON IN THE LIBRARY.
WE WILL UNPACK THAT SECTION A LITTLE MORE.
BASICALLY THE RESPONSIBILITIES RELATING TO THE LIBRARY AND I
THINK THAT'S WHAT A LOT OF LIBRARY DIRECTORS THINK ABOUT.
GOING OVER TO THE RIGHT IS THE COMMUNITY.
THE VARIOUS COMMUNITY STAKEHOLDERS THAT EITHER IMPACT THE
LIBRARY OR ARE IMPACTED BY THE LIBRARY.
THOSE WHO ARE AFFECTED BY THE LIBRARY, WE CONSIDER THE
COMMUNITY AND THEN ON THE RIGHT IS THE PROFESSION.
WHAT IS THE LIBRARY DIRECTOR'S PROFESSIONAL
RESPONSIBILITIES, AS WELL AS ON THE LEFT, WHAT IS THE
LIBRARY DIRECTOR'S RESPONSIBILITIES TO THEMSELVES TO
MAINTAIN AND GROW OVER TIME IN THEIR EFFECTIVENESS.
>> THANK YOU, SHARON.
SO, WHAT I'D LIKE TO TALK ABOUT IS MY FIVE-POINT ONE.
I BEGIN AT THIS 1:00 POSITION AND GO CLOCKWISE.
WHAT I'VE LEARNED IS PEOPLE THAT DO BEST AS NEW PUBLIC
LIBRARY LIBRARY DIRECTORS WORK OUT A SYSTEMIC STRATEGY TO
MANAGE EACH OF THE CONSTITUENTS.
FIRST IS THE GOVERNING AUTHORITY.
THAT COULD BE ONE PERSON, LET'S SAY YOU REPORT TO THE
ASSISTANT TOWN MANAGER OR THE CITY MANAGER.
BUT MORE LIKELY IT'S A BOARD FOR MOST PUBLIC LIBRARY LIBRARY
DIRECTORS.
AND THEN I WILL BREAK APART TALKING TO MANAGING RELATIONSHIP
WITH LIBRARY STAFF TO TWO COMPONENTS.
ONE CONCERNS GENERAL ORGANIZATION CULTURE, ONE CONSUMES
DIRECT REPORTS.
MY FOCUS IS NOT THE STAGE STAKEHOLDERS AS MUCH AS A
THOUGHTFUL, SYSTEMIC APPROACH TO GETTING A GOOD READ ON WHAT
ISSUES THE COMMUNITY IS DEALING.
MY TAKE ON THE PROFESSION SLIGHTLY DIFFERENT THAN SHARON'S
BUT OFFERS A NICE COMPLIMENT TO IT WHAT ITS REAL ADVANTAGE
IS FOR YOU AS A DIRECTOR AND I COME BACK TO THE SELF CARE
WHERE IF YOU DON'T LOOK AFTER THAT THERE WILL BE TROUBLE.
SHARON.
>> NOW IT IS TIME TO GET YOUR THOUGHTS.
IF WE TALK ABOUT THE LIBRARY AND I WANT TO ACKNOWLEDGE THAT
ANNE AND DEBRA HAVE BEEN ALREADY POSTING.
I WANT TO THANK YOU FOR THAT.
I NOTICED WE HAVE SOME ASSISTANT DIRECTORS AND EVEN IN
ANNE'S CASE, SOMEONE FROM A SMALL COLLEGE, WHICH IS
FANTASTIC.
SO, WHEN YOU THINK OF YOUR LIBRARY, WHO ARE ALL OF THE
CONSTITUENTS THAT ARE WORKING IN THE LIBRARY WHO NEED TO BE
CONSIDERED OR THE LEADERSHIP OF THE LIBRARY, OR WHAT ARE THE
OTHER RESPONSIBILITIES THE LIBRARY DIRECTOR NEEDS TO THINK
ABOUT IN THAT LIBRARY, WHETHER IT IS AN ACADEMIC OR PUBLIC
LIBRARY AND THERE MAYBE SOME DIFFERENT BECAUSE ON AN
ACADEMIC CAMPUS THERE ARE DIFFERENT PEOPLE USING THE
LIBRARY.
SO USING THIS CHAT AREA, GO AHEAD AND GIVE US YOUR
THOUGHTS.
WHO ARE THE KEY STAKEHOLDERS, CONSTITUENTS THAT YOU NEED TO
THINK ABOUT.
IT'S LOOKING A LITTLE QUIET.
JAMIE AND I WILL SHARE OURS IN A MINUTE BUT WE WANT TO GIVE
YOU SOME TIME TO THINK ABOUT WHO ARE THOSE FOLKS.
>> NOW WE ARE SEEING A GOOD FLOAT HERE.
I APPRECIATE THAT YOU ARE TRYING TO RESPOND TO THE PEOPLE
THAT USE THE LIBRARY, LIBRARY BOARD, CITY COUNCIL, MAYOR.
LOOKS GOOD.
>> IT IS INTERESTING BECAUSE CARRIE POINTS OUT THE RURAL
BRANCH MANAGERS AND THEY ARE REPRESENTING LEADERSHIP ROLE IN
THAT PARTICULAR BRANCH IN THAT COMMUNITY.
SO THAT'S AN IMPORTANT KEY CONSTITUENT.
I SEE OTHER PEOPLE ARE TALKING ABOUT MEMBERS.
MEMBER LIBRARIES.
>> FOCUS ON DONORS AND THE NOTION OF JOB HUNTERS, WHICH IS A
PARTICULAR CONSTITUENCY THAT STRENGTHENS OUR CONNECTION TO
THE COMMUNITY.
AND HOMELESS.
THANK YOU FOR POINTING THAT OUT.
>> YEAH.
PEOPLE ARE IDENTIFYING DIFFERENT PATRONS AND OTHERS.
THIS IS GREAT.
YOU GUYS ARE MOVING INTO THE LARGER COMMUNITY REALM I'VE
BEEN THINKING ABOUT, AS WELL.
SO, KEEP ADDING YOUR CONTENT AND JAMIE WILL KEEP TRACKING
THAT WHILE I BASICALLY UNPACK THAT SECTION FROM MY MODEL
ABOUT PUBLIC LIBRARY RESPONSIBILITIES INTERNALLY WITH THE
LIBRARY.
I LIKE TO START AT THE TOP AT 12:30 AND THE PUBLIC LIBRARY
DIRECTOR NEEDS TO OVERSEA SEE THE VISION, MISSION, VALUES,
GOALS, STRATEGY, RESULTS, POLICIES, THAT'S ALL THE
RESPONSIBILITY, EVEN IF OTHER STAFF ARE DOING IT AT OTHER
PLACES, ULTIMATELY IT STOPS WITH THE PUBLIC LIBRARY DIRECTOR
AND THE SERVICES AND IMPACT OF THOSE SERVICES ON THE USERS
AS YOU GUYS INDICATED.
THE LIBRARY DIRECTOR HAS A RESPONSIBILITY FOR OPERATIONS,
COLLECTIONS, OF COURSE THE BUILDING AND THE TECHNOLOGY AND
THE FINANCIALS.
I CALL FINANCIALS AS A SEPARATE AREA BECAUSE THIS IS A KEY
AREA THAT SOMETIMES IS NOT REALLY PAID ATTENTION TO.
EVERYTHING ON THE RIGHT IS REALLY MORE RELATED NOT TO
RELATIONSHIPS BUT TO SORT OF THE STRUCTURE OF THE LIBRARY.
THOSE ARE ALL KEY RESPONSIBILITIES OF THE DIRECTOR OR THE
DEAN IF YOU WILL IN AN ACADEMIC SITUATION.
THE REASON WHY I BRING IT UP IS BECAUSE I'VE KNOWN PUBLIC
LIBRARY DIRECTORS WHO HAVE BEEN GREAT AT RELATIONSHIP
BUILDING.
THEIR STAFF AND BOARD LOVE THEM.
PEOPLE IN THE COMMUNITY LOVE THEM AND THEY ARE SO BUSY
BUILDING THOSE RELATIONSHIPS THAT THEY ARE NOT NECESSARILY
PAYING ATTENTION TO THE LONG-TERM, YOU KNOW, WHAT'S GOING ON
WITH THE BUILDING AND TAKING CARE OF THE MAINTENANCE OF THE
BUILDING.
THEY MAY NOT BE UPDATING TECHNOLOGY.
THEY MAY NOT BE -- IF THEY ARE NOT GOOD WITH FINANCIALS.
THEY JUST IGNORE THAT BECAUSE IT'S EASIER TO TALK TO
PEOPLE.
AND THOSE KIND OF FOLKS AND THE FINANCIALS I'VE SEEN IN MY
RESEARCH IS AN AREA WHERE THERE ARE PROBLEMS AND CAN LOSE
THE TRUST OF EVERYBODY IN THE COMMUNITY WHEN IT COMES TO
FINANCIALS.
THE OTHER SECTIONS THAT I'VE ILLUMINATED AS THE DIRECTOR'S
RESPONSIBILITY, OVERARCHINGLY, THE GOVERNING AUTHORITY,
WHETHER THAT IS A BOARD OF TRUSTEES, SOME OF YOU INDICATED
TOWN COUNCIL, THE FRIENDS AND VOLUNTEERS THAT WORK AND
ENGAGE WITH THE LIBRARY AND OF COURSE THE PERSONNEL.
I LOVE THE WAY YOU GUYS ARE TALKING ABOUT THE RELATIONSHIPS
YOU HAVE WITH YOUR LIBRARY DIRECTOR, HOW THE LIBRARY
DIRECTOR WORKS WITH THE PERSONNEL AND WE WILL UNPACK THAT A
LITTLE BIT.
SO THIS IS AN OVERALL MODEL FOR THE RESPONSIBILITY FOR
LIBRARY DIRECTOR INTERNALLY WITH THE LIBRARY.
I'M GOING TO HAND IT OVER TO JAMIE.
>> JUST A QUICK COMMENT ABOUT SOME OF THE CHATS HERE, IT'S
ALMOST AS IF THERE ARE CONCENTRIC CIRCLES AS YOU LOOK AT THE
LIBRARY CONSTITUENTS, THERE IS THE INTERNAL GROUPS, HOME
SCHOOLERS, THE STAFF-RELATED ONE THAT IS PEOPLE WHO WORK FOR
YOU, BRANCH MANAGERS.
THERE'S FRIENDS OF THE LIBRARY, GOVERNING BOARD.
FOR MUNICIPALITIES YOU SEE CITY DEPARTMENT HEADS AND OTHER
AGENCIES, LIKE SCHOOL DISTRICTS.
THAT'S GOOD, VERY THOUGHTFUL.
WHAT I WANT TO TALK ABOUT IN THIS RELATIONSHIP WITH THE
GOVERNMENT AUTHORITY, SOME KEY THINGS I'VE LEARNED TO HELP
TO NURTURE A SUCCESSFUL RELATIONSHIP.
FIRST ONE IS THIS.
I REMEMBER I WAS WORKING AS A NEW PUBLIC LIBRARY DIRECTOR
AND MY BOARD PRESIDENT SWITCHED OVER.
HE HAD CLEAR NOTIONS WHAT HE WANTED ME TO DO.
I GOT THE SENSE I WASN'T DOING WHAT HE WANTED ME TO DO
WELL.
AT SOME POINT I CONFRONTED HIM IN A PUBLIC BOARD MEETING TO
SAY IT SOUNDS LIKE I'M NOT IN SYNC WITH YOUR GOALS HERE AND
I WAS SURPRISED TO FIND THE REST OF THE BOARD SAID, HOLD ON
IT IS NOT JUST THE BOARD PRESIDENT WHO RULES THE BOARD.
IT'S ALL OF US.
MY BIG LEARNING FROM THIS ONE IS DON'T JUST TAKE DIRECTION
FROM THE MOST DOMINANT VOICE ON THE BOARD.
IF YOU ARE WORKING FOR A BOARD AND YOU HAVE REAL QUESTION
ABOUT DIRECTION, LAY IT IN FRONT OF THEM AND ASK FOR THE
WILL OF THE BOARD AND I FIND IT KEEPS YOU OUT OF TROUBLE AND
PREVENTS YOU FROM GETTING CAUGHT UP IN PERSONALITY
CONFLICTS.
THE SECOND THING I'VE LEARNED IS MOST LIBRARY DIRECTORS HAVE
A MONTHLY REPORT.
I URGE THOUGHTFULNESS ABOUT THIS.
OFTEN THE BOARD WILL COMMENT ON THINGS YOU GIVE AS A
REPORT.
IF YOU GIVE VERY DETAILED STATISTICAL REPORTS YOU ARE
TELLING THEM THAT'S WHAT THEY SHOULD PAY ATTENTION TO T.
I'VE SEEN LIBRARY DIRECTORS MAKE THE MISTAKE OF INVITING A
GOVERNING BODY TOO MUCH INTO THE MANAGEMENT.
I ENCOURAGE IF YOU ARE TRYING TO IDENTIFY TOPICS TO DISCUSS
AT A BOARD MEETING AND YOU WANT THEM TO REFER TO A REPORT,
TRY TO PLAY TO SOMETHING WHERE THEY CAN ACTUALLY
CONTRIBUTE.
SAY THINGS LIKE WE KNOW FOUR OR FIVE MEMBERS ARE ASSOCIATED
WITH VARIOUS GROUPS.
WHAT HAVE THEY LEARNED ABOUT SHIFTS IN OUR COMMUNITY.
USE THOSE REPORTS TO BUILD A USEFUL RELATIONSHIP THAT
ENABLES YOUR BOARD TO CONTRIBUTE.
THE NEXT IS ABOUT BOUNDARIES.
IF YOU LOOK AT ALL KINDS OF MODELS THAT PEOPLE PRODUCE FOR
THIS, THE IDEA IS A GOVERNING BODY ISN'T SUPPOSED TO
MANAGEMENT AND MANAGEMENT ISN'T SUPPOSED TO STEP INTO
LONG-TERM PLANNING AND POLICIES.
MY ADVICE IS TO NOTICE IT WHEN IT HAPPENS AND GENTLY PUSH
SOMEBODY BACK.
A LITTLE HUMOR.
SAY THANK YOU FOR YOUR ADVICE ABOUT THAT.
I WILL TAKE IT INTO CONSIDERATION WHEN I MAKE MY DECISION.
THAT'S A GOOD WAY TO REMIND PEOPLE.
AND LIKE WISE WHEN YOU STEP INTO THE BOARD'S AREA OF
RESPONSIBILITY AND THEY PUSH BACK, A LITTLE HUMOR GOES A
LONG WAY.
NEXT ISSUE IS MEASURES OF SUCCESS.
AT THE END OF ONE OF MY FIRST YEARS, I WAS GETTING READY FOR
MY EVALUATION AND A BOARD MEMBER SAID TO ME I CAN'T GIVE YOU
A GOOD RECOMMENDATION BECAUSE YOU DIDN'T BUY ENOUGH AUDIO
BOOKS.
THE OBVIOUS POINT THERE AND WHAT I MADE TO THE BOARD WAS
DON'T TELL ME WHAT YOU EXPECT OF ME AT THE END OF THE YEAR.
TELL ME ABOUT THE BEGINNING OF THE YEAR SO I CAN GET MORE
AUDIO BOOKS.
I CAN'T GUESS THAT AND SHOULDN'T BE HELD ACCOUNTABLE FOR IT
AT THE END OF THE YEAH.
IT IS IMPORTANT TO BE CLEAR WHAT SUCCESS LOOKS LIKE.
THEN UTLEY I LEARNED THE BIG FUNDAMENTAL APPROACH IS TRY NOT
TO SURPRISE EACH OTHER.
IF YOU ARE TALKING TO THE GOVERNING AUTHORITY ABOUT
SOMETHING YOU ARE BEGINNING TO THINK ABOUT, DON'T HOLD THAT
TO YOURSELF AND PRESENT IT AS CONTRACT OR BIG BUDGET ISSUE.
GIVE ADVICE EARLY ON.
SAY I'M THINKING ABOUT INVESTIGATING THIS NEW SERVICE.
DO YOU HAVE ANY RECOMMENDATIONS WHO I CAN TALK TO?
IF YOU GIVE THAT FRAME TO A GOVERNOR GOVERNING BODY, THEY
WILL COME BACK AND SAY WITH YOU TOOK THE ADVICE AND WE ARE
READY TO DISCUSS IT FURTHER.
THOSE ARE MY KEY TIPS FOR THAT.
THE NEXT LEVEL HERE, FOCUSES ON RELATIONSHIP WITH STAFF.
AGAIN, I MENTION I BELIEVE IT DIVIDES INTO TWO THINGS.
ONE OF THEM IS ANY NEW DIRECTOR, WHETHER FROM INSIDE OR THE
OUTSIDE, YOU NOTICE ALMOST OVERNIGHT THERE IS AN ABRUPT
SHIFT IN TONE.
THE ORGANIZATION SHIFTS TO REFLECT THE INTEREST AND
PERSONALTY OF THE DIRECTOR, THE LEADER.
I THINK TOO OFTEN WE DO THIS ACCIDENTALLY.
MY NOTION IS WE SHOULD DO IT MORE INTENTION ALELY.
THAT MEANS TONE.
HOW DO YOU COMMUNICATE WITH THE PERSON THAT YOU NOW LEAD?
I STRONGLY URGE YOU TO SAY BE POSITIVE, FRIENDLY AND
APPRECIATIVE INTEREST IN WHAT GOES ON AROUND YOU IS BY FAR
THE BEST WAY TO START A NEW ORGANIZATION.
IF YOU BEGIN BY SAYING THAT'S NOT THE WAY WE USED TO DO
THINGS OR I DON'T THINK WE ARE DOING THIS RIGHT, YOU ARE
PUTTING PEOPLE OFF FROM THE BEGINNING.
AGAIN, FROM A STANDPOINT.
SECOND THING ABOUT ESTABLISHING AN ORGANIZATIONAL CULTURE IS
WHAT YOU TALK ABOUT.
A BRANCH MANAGER STARTED BY WALKING TO THE COLLECTION AND
SAID WE ONLY HAVE 16% OF THIS COLLECTION MOVING.
WHAT CAN WE DO TO MOVE IT?
COME BACK THE NEXT DAY AND SAY HERE'S THE CIRCULATION
STATISTICS FROM YESTERDAY.
WHEN YOU TALK ABOUT THE SAME THING, THE STAFF LEARNS THESE
PERSISTENT THINGS ARE THE THINGS THAT MATTER.
OF COURSE WITH AN ORGANIZATION IT IS NEVER JUST TOP DOWN OR
BOTTOMS UP.
COMMUNICATION FLOWS IN ALL DIRECTIONS.
THAT'S VERY IMPORTANT THAT THE LIBRARY DIRECTOR AND THAT
EVERYBODY WHO ASSUMES LEADERSHIP SETS A TONE OF MUTUAL
RESPECT AND OPENNESS.
THE SECOND CATEGORY OF RELATIONSHIP WITH STAFF HAS TO DO
WITH DIRECT REPORTS.
THIS IS NOT JUST GENERIC.
I UNDERSTAND IF YOU ARE IN A SMALL RURAL LIBRARY, WHICH ARE
MOST OF THE LIBRARIES IN MERGE THERE'S A LOT OF DIFFERENCE
BETWEEN DIRECT REPORTS AND STAFF.
HERE'S WHAT I'VE LEARNED.
HAVE YOU EVER BEEN IN A BAD MEETING?
OF COURSE YOU HAVE.
THAT'S BECAUSE THE PROCESS DIDN'T FLOW IN A REASONABLE
FUNCTION.
A GOOD MEETING WORKS LIKE THIS.
YOU BEGIN BY SAYING, HERE'S WHY WE ARE MEETING.
HERE'S THE ISSUE OR CONCERN WE ARE TALKING ABOUT.
YOU NEED SOMEONE ON YOUR STAFF TO CLEARLY ARTICULATE THE
ISSUE AND BRAINSTORM SOLUTIONS BUT YOU NEED OUT OF THE BOX
THINKERS THAT CAN CHALLENGE EACH OTHER.
YOU NEED TO NARROW THOSE OPTIONS.
WHAT'S EASY TO DO?
WHAT DOESN'T COST A LOT OF MONEY?
WHAT'S THE LOW-HANGING FRUIT?
AND AGAIN, PEOPLE WHO ARE BRAINSTORMERS AREN'T NECESSARILY
THE ONES WHO ARE GOOD NARROWERS AND FINALLY YOU WILL FIND
PEOPLE DELEGATE TASKS AND SET THE NEXT MEETING.
AND WHEN A MEETING FLOWS LIKE THAT PEOPLE SAY WE GOT
SOMETHING DONE.
TOO OFTEN LIBRARY DIRECTORS DISCOVER THEY DON'T HAVE THE
TALENTS THEY NEED ON THE STAFF.
SO THAT FRUSTRATES THEM AND THEY CAN'T MAKE THE DECISION.
THE FOCUS ON THE DIRECT REPORT IS TO WATCH CAREFULLY TO MAKE
SURE OFF MIX OF COGNITIVE DIVERSITY, NOT JUST OTHER KINDS OF
DIVERSITY BUT DIFFERENT WAYS OF APPROACHING ISSUES SO YOU
CAN MAKE A DECISION.
I ALSO NOTICE FOR EVERY NEW DIRECTOR THEIR COMING OF AGE IS
WHEN THEY HAVE TO RECOGNIZE THEY DON'T HAVE ALL OF THE RIGHT
PEOPLE IN THE RIGHT SEATS.
MAYBE THEY DON'T HAVE SOMEBODY IN THAT SEAT AT ALL.
THE FIRST FIRING IS AN OPPORTUNITY TO REINFORCE WHAT YOU ARE
CONCERNED ABOUT, HOW THE CULTURE WILL OPERATE.
ONCE AGAIN, APPROACH THIS WITH GREAT RESPECT.
YOU ARE NOT TRYING TO SAY SOMEONE IS NOT A GOOD PERSON.
YOU ARE SAYING THEY MAY NOT HAVE THE SKILL SET OR BEHAVIOR
THEY NEED TO BE SUCCESSFUL.
SHARON, BACK TO YOU.
SHARON, I'M NOT HEARING YOUR VOICE.
>> SORRY ABOUT THAT.
I WAS TALKING AWAY BUT I FORGOT TO UNMUTE MYSELF.
WE TALKED ABOUT THE LIBRARY AND WHO THE DIRECTOR IS NEEDING
TO PUT INTO THEIR RESPONSIBILITIES IN TERMS OF THE PEOPLE
AND THE OPERATIONS.
AND THEN HE POINTED OUT SOME LIBRARY DIRECTORS JUST SORT OF
DELEGATE THAT TO STAFF IN LARGER SYSTEMS.
AT THE SAME TIME, THEY OVERALL ARE STILL RESPONSIBLE FOR
WHAT HAPPENS IN DIFFERENT ORGANIZATIONS.
SO THAT SUBSECTION OF THE LIBRARY.
SO JAMIE'S POINT ABOUT WORKING WITH DIRECT REPORTS REALLY
DOES ITERATE DOWN TO THOSE DIFFERENT AREAS OF THE LIBRARY.
NOW WE WILL TRANSITION TO COMMUNITY AND A LOT OF YOU HAVE
ALREADY IDENTIFIED WHO ARE COMMUNITY STAKEHOLDERS, THE
PUBLIC LIBRARY DIRECTOR OR IN THE CASE OF THE ACADEMIC
DIRECTOR NEED TO CONSIDER AND BE RESPONSIBLE TO IN THE
COMMUNITY.
WE WILL GIVE YOU A LITTLE MORE TIME IN THE CHAT AREA TO
IDENTIFY THOSE AGAIN.
JAMIE, DO YOU WANT TO COME IN AND NOTE ANY ONES THAT YOU
THOUGHT WERE PARTICULARLY COMPELLING HERE?
>> I WILL UNDERSCORE AGAIN, I THINK IN THE FIRST NOTION THAT
MANY OF OUR PARTICIPANTS REACHED OUT TO SAY IT ISN'T JUST
FOLKS THAT COME TO THE LIBRARY.
THEY WERE ALREADY TOUCHING ON THE RELATED COMMUNITY PARTNERS
WITHIN THE ORGANIZATION OF THE CITY OR INDEPENDENT ENTITIES
LIKE SCHOOLS.
JUST AN ADDITIONAL IDEA.
NOT PARTNERS, BUT INTELLIGENT, ASTUTE WAY OF THINKING OF
OTHER THINGS GOING ON IN THE COMMUNITY.
NOT EVERYBODY IS IN GOVERNMENT AND THERE ARE A LOT OF PEOPLE
WHO ARE GOOD PARTNERS FOR WHAT LIBRARIES DO.
>> ABSOLUTELY.
LET ME INTRODUCE YOU TO HOW I'VE BEEN THINKING OF THE
DIRECTOR'S RESPONSIBILITIES IN THE COMMUNITY.
AGAIN, I TAKE A WIDE SWATH ABOUT RESPONSIBILITY.
JAMIE GOES INTO THE SPECIFICS OF PARTICULAR CONSTITUENCIES
AND HOW TO, YOU KNOW, HOW TO WORK WITH THEM.
SO, TO ME WHEN I HAVE IDENTIFIED THIS, I WAS THINKING OF
BOTH USERS AND POTENTIAL USERS AS YOU GUYS HAVE AND THE
GREAT EXAMPLES YOU GAVE OF SUB CATEGORIES OF USERS THAT ARE
GOOD TO THINK ABOUT.
YOU START TO SEE AND GET A LITTLE OVERWHELMED BY ALL OF THE
DIFFERENT OPPORTUNITIES THAT CAN HAPPEN WITH THE LIBRARY AND
HOW THE LIBRARY OPERATES.
ANOTHER AREA THAT MAY BE SURPRISING TO SOME OF YOU IF YOU
ARE NOT A LIBRARY DIRECTOR IS THAT YOU REALLY NEED TO KEEP
IN MIND THE MEDIA AND PUBLIC RELATIONS.
MY RESEARCH, THE LIBRARY DIRECTOR, WHETHER LARGE OR SMALL
COMMUNITIES, THE LIBRARY DIRECTOR IS OFTEN THOUGHT OF AS THE
LIBRARY.
SO, WHAT THE LIBRARY DOES, WHAT THE LIBRARY DIRECTOR SHOWS
UP TO TALKS ABOUT PEOPLE SORT OF SEE THAT PEOPLE AS EQUAL TO
THE LIBRARY.
SOME TALKED ABOUT BEING INVOLVED IN IN THE
COMMUNITY THAT CASTS A BENEFICIAL SHADOW ON THE LIBRARY THEY
ARE IN AS WELL.
THAT IS SOMETHING I HAVEN'T THOUGHT OF BEFORE.
UNTIL YOU ARE IN THAT POSITION YOU DON'T RECOGNIZE HOW MUCH
PEOPLE LOOK TO YOU FOR THAT.
IN ADDITION, GROUPS, AS YOU INDICATED IN THE COMMUNITY WHO
HAVE AN INTEREST IN THE LIBRARY.
I LOVE THE IDEA OF NON-PROFIT PARTNERS, AS WELL AS ROZ
POINTED OUT, REGIONAL AND STATEWIDE CONSORTIA.
AND THEN IN THE COMMUNITY WE THINK OF THE GENERAL PUBLIC,
INCLUDING TAXPAYERS.
YOU KNOW, THIS CAN BE A DIFFERENT AUDIENCE THAN THE LIBRARY
USERS.
IN AN OCLC STUDY ABOUT FUNDING AND THEN AFFILIATE
ORGANIZATIONS, VENDORS, PARTNERS AND OTHER LIBRARIES.
IT IS A BROAD COMMUNITY AND MAYBE AT A NATIONAL LEVEL THAT
MIGHT BE PART OF THE COMMUNITY THAT HAS SOME KIND OF IMPACT
OR STAKE IN THE LIBRARY IN WHICH YOU ARE LEADING.
SO, WITH THAT, I'M GOING TO PASS IT OVER TO JAMIE WHO WILL
GET MORE INTO THE HOW-TO SPECIFICS OF THIS.
>> I ALSO WANT TO POINT OUT THE GOOD POINT OF NOT FORGET
NONLIBRARY USES.
WE SERVE EVERYBODY BUT UNDERSTAND THE NEEDS OF THE PEOPLE
COMING TO THE LIBRARY.
WHAT I WANT TO PRESENT IS WHERE SHARON FOCUSED ON AND I
QUITE AGREE AT SOME POINT WE NEED TO GET PROFESSIONAL IN OUR
MEDIA OUTREACH.
THAT TENDS TO BE MOSTLY ABOUT TALKING.
WE ARE TELLING PEOPLE WHAT OUR SERVICES ARE, HOW TO CONNECT
WITH US.
I WANT TO SUGGEST THIS DIMENSION, MANAGING A RELATIONSHIP
WITH THE COMMUNITY IS NOT SO MUCH ABOUT TALKING BUT
LISTENING.
WE GET WE ARE NOT ALWAYS TALKING BUT BEYOND THE CIRCLE OF
FOLKS WE TYPICALLY DEAL.
I'M GOING TO SUGGEST A VERY ABBREVIATED WAY FOR A LIBRARY
DIRECTOR TO BEGIN TO MANAGE A SYSTEMIC PROCESS, A PLANNING
PROCESS AND AN ADVOCACY CAMPAIGN.
THE BASIC STEPS ARE THESE, FIRST YOU SAY WITH YOUR BOARD OR
STAFF, WE'RE THE MOVERS AND SHAKERS IN OUR COMMUNITY AND YOU
GO THROUGH THE USUAL CATEGORIES.
WHO'S AN ELECTED OFFICIAL, A NOT FOR PROFIT LEADER,
EDUCATION LEADER, FAITH-BASED LEADER, BUSINESS LEADER, CIVIC
LEADER.
QUICKLY, YOU WILL FIND THAT ALMOST ANY BOARD AND ANY STAFF
CAN COME UP WITH A 35 TO 40 PEOPLE IN THE COMMUNITY THAT
REALLY MAKE A DIFFERENCE, THAT DRIVE MOST OF THE CHANGE AND
DISCUSSION.
SECOND STEP IS TO SAY NOW YOU REACH OUT TO THOSE PEOPLE,  PHONE THEM UP AND SAY YOU HAVE IMPORTANT
CONSTITUENCIES AND I'D LIKE TO INTERVIEW YOU FOR AN HOUR.
YOU CONDUCT A REFERENCE INTERVIEW BASED ON THREE
QUESTIONSES.
FIRST IS AS YOU THINK OF YOUR CONSTITUENTS, WHAT CONCERNS DO
YOU THINK WILL BE MOST IMPORTANT OVER THE NEXT 18 TO 24
MONTHS AND THE PEOPLE START TO TALK ABOUT THAT AND YOU ASK
ANY CLARIFYING QUESTIONS THAT YOU NEED.
THE SECOND IS WHAT DECISIONS DO YOU THINK YOU WILL HAVE TO
MAKE IN THE NEXT 18 TO 24 MONTHS AND THE FINAL ONE IS WHO
ELSE HAVE YOU TALKED TO?
I CALL THIS MANAGING RELATIONSHIPS, EVEN THOUGH IT IS A
REFERENCE INTERVIEW.
HALF WAY THROUGH THIS, EVERYBODY STOPS AND LOOKS AT YOU AND
SAYS WHERE ARE YOU FROM AGAIN AND YOU SAY THE LIBRARY AND
THEY SAY WHY ARE YOU DOING THIS?
BECAUSE YOU ARE NOT TALKING ABOUT THE LIBRARY.
YOU ARE ASKING THEM WHAT MATTERS TO THOSE INDIVIDUAL LEADERS
AND YOU SAY, WE'RE HERE BECAUSE WE ARE TRYING TO UNDERSTAND
THE ENVIRONMENT IN WHICH WE OPERATE AND MAYBE FIND A PLACE
WE CAN ADD VALUE.
THE KEY POINT ABOUT THIS RELATIONSHIP IS NOW YOU ARE NOT
JUST SHOWING UP AND ASKING PEOPLE FOR MONEY OR SUPPORT.
YOU ARE DEMONSTRATING THROUGH YOUR INTEREST AND RESOURCES
YOU MAY BE ABLE TO FURTHER THEIR GOALS.
SO, THAT'S A KEY SHIFT AND IT REALLY MAKES YOU THINK FAR
MORE BROADLY ABOUT YOUR COMMUNITY.
THE NEXT STEP IS TO BUILD THE DATABASE OF ALL OF THOSE
ISSUES AND TO COME BACK AFTER THE INTERVIEWS AND SAID WHAT
ARE THE THEMES?
I'VE LEARNED -- SEVERAL TIMES I'VE DONE THIS IN MULTIPLE
COMMUNITIES, IN MOST COMMUNITIES THERE ARE THREE TO SEVEN
OVERWHELMING CONCERNS THAT KEEP POPPING UP.
SO NOW WE REACH OUT TO THE PEOPLE THAT YOU INTERVIEWED AND
INVITE THEM BACK INTO THE LIBRARY AND SAY I'M GOING TO
PRESENT TO YOU ALL OF THE THINGS YOU TOLD ME N. THAT
PROCESS, YOU HAVE GONE FROM AN INTERVIEWER, THE BEGINNING OF
A COMMUNITY LEADER AND NOW YOU ARE PRESENTING FIRST DRAFT OF
THE COMMUNITY AGENDA.
WHAT I HAVE FOUND IS THAT SYSTEMIC APPROACH TO GATHER
INFORMATION, TO PRESENT IT BACK BECOMES A POWERFUL WAY FOR
THE LIBRARY TO MANAGE ITS RELATIONSHIP WITH THE COMMUNITY.
SO, SHARON, I THINK AT THIS POINT WE PROBABLY WANT TO STOP
AND SAY WE HAVE ALREADY TOSSED A LOT OF INFORMATION AT YOU
AND WE JUST WANT TO STOP AND SAY IS THERE ANYTHING HERE THAT
HAS NOT BEEN CLEAR?
PEOPLE MAY LIKE TO ASK SOME FOLLOWUP QUESTIONS.
>> OR IF ANYONE HAS ADDITIONAL COMMENTS THEY THINK OF THE
OVERALL CONCEPT OF REALLY UNDERSTANDING THE PLACE OF THE
LEADER OF THE LIBRARY ORGANIZATION AND THE VARIETY OF THE
STAKEHOLDERS, CONSTITUENTS, IF YOU WILL, WHO THEY NEED TO
ENGAGE WITH AND RESPONSIBILITIES THAT THEY NEED TO ENGAGE.
AND WHAT DOES THAT MEAN AND LOOK LIKE FOR YOU?
>> SO IS THIS A CYCLICAL PROCESS, DO YOU DO IT OVER AND
OVER?
YES, I BELIEVE THAT'S TRUE.
I THINK IT IS SO EASY TO GET CAUGHT UP -- AND I WANT TO MAKE
IT CLEAR FOR A LONG TIME AS A NEW DIRECTOR I THOUGHT THE
GOBOS WAS TO GET THE COMMUNITY TO SUPPORT THE LIBRARY.
AS I GOT MORE AND MORE AWARE OF THESE LARGER THEMES
HAPPENING IN THE COMMUNITY, I REALIZED I HAD IT BACKWARDS.
IT'S THE JOB OF THE LIBRARY TO MAKE A GREAT COMMUNITY.
SO YOU CAN SAY IF YOU DO A COMPREHENSIVE INTERVIEW PROCESS
AND DEBRIEF, YOU MAY HAVE A GOOD FIX ON THINGS TODAY BUT
THINGS DO CHANGE OVER TIME.
WHEN YOU BEGIN TO SUSPECT THAT THINGS ARE SHIFTING AROUND,
REACH OUT AND DO ANOTHER ROUND.
>> I WANT TO ADD TO THAT JUST ABOUT THE STRATEGIC PLANNING
PIECE AND THEN WE WILL GO BACK TO THE OTHER STUFF BECAUSE
STEPHANIE INDICATES THEY DID A SIMILAR PROCESS WITH THEIR
LONG-RANGE PLAN.
I THINK PUBLIC LIBRARIES HAVE BEEN VERY GOOD ABOUT DOING
SOME KIND OF A COMMUNITY ANALYSIS.
WHAT I NOTICED OR HAD AN AH-HA ABOUT IS I LISTENED TO ONE
LIBRARY DESCRIBE THEY LOOKED AT THE CENSUS DATA AND SURVEYS
OF PEOPLE USING THE LIBRARY AND DID INTERVIEWS WITH PEOPLE
NOT USING THE LIBRARY AND THEY REACHED OUT IN THEIR
COMMUNITY, GOT OUT ALL OF THIS INFORMATION IN THE COMMUNITY
AND THEN THEY WENT AND USED IT TO MAKE THEIR OWN STRATEGIC
PLAN FOR THE LIBRARY.
I THOUGHT THERE IS ANOTHER STEP IN THERE BETWEEN.
STEPPING BACK, ALL OF THE DATA THAT THOSE -- THE DATA THAT
THE LIBRARY GATHERED COULD HAVE BEEN USED TO GO BACK TO THE
COMMUNITY LEADERS AND SAY HERE'S WHAT WE LEARNED ABOUT THE
COMMUNITY.
HOW DO WE MAKE A COMMUNITY STRATEGIC PLAN AND AFTER THE
COMMUNITY IS PRIORITIZES AND THE COMMUNITY LEADERS
PRIORITIZE, MUCH IN THE WAY JAMIE WAS A COMMUNITY LEADER AND
DESCRIBES IT, THAT ALLOWS THEM TO SORT OF CREATE A PLAN THAT
ACTUALLY IS A PART OF A LARGER COMMUNITY PLAN.
SO, IT'S LIKE AFTER THE COMMUNITY PLAN IS DEVELOPED AND THE
LIBRARY LEADERS SAY WE CAN TAKE THIS PIECE OF IT, IT'S THE
LIBRARY PIECE, BUT IT'S A PART OF A LARGER, A LARGER
COMMUNITY EFFORT.
I SEE THAT HELEN HAS ASKEDDED A QUESTION ABOUT SETTING A
TONE.
DO YOU WANT TO TALK MORE ABOUT HOW YOU SET THE TONE, JAMIE?
>> YEAH.
TWO THINGS.
ONE OF THEM IS I BEGIN WHEN I CALL UP THE PERSON TO ASK FOR
THE REFERENCE INTERVIEW, I BEGIN WITH WHAT THEY MIGHT BE --
FIRST IT IS FLATTERY BUT ALSO FLAT OUT THE TRUTH.
YOU SAY WE WANT TO TAP YOUR WISDOM AND WHAT WISDOM MEANS FOR
MOST PEOPLE IS PATTERN RECOGNITION.
BACK TO THE QUESTION MORGAN ASKED ABOUT HOW DO YOU HANDLE
THE FILTER EFFECT.
IF I SAY THIS IS NOT JUST A SURVEY, NOT A STATISTICAL THING
WHERE I WANT A BUNCH OF DATA, I'M SITTING DOWN WITH YOU ONE
ON ONE TO SAY MY JOB IS TO LISTEN.
I WANT TO DO A PROBING INTERVIEW WITH YOU AND TALK FRANKLY
ABOUT HOW YOU MAKE MEANING WHILE THIS CONVERSATION AND ALL
OF YOUR INTERACTIONS WITH OTHER PEOPLE.
MY BEST EXAMPLE OF THIS, AT ONE POINT WE REACHED OUT TO A
PRESBYTERIAN MINISTER.
IN DOUGLAS COUNTY HE SAID WHAT ARE I LEARNED AND WHAT ARE
THE THINGS THAT PEOPLE TALK TO ME ABOUT.
I USED TO BE A GRIEF COUNSELOR AND WHAT I SEE IN THE COUNTY
IS EVERYBODY GRIEVING.
IT HAS GROWN SO RAPIDLY THAT NOBODY GREW UP HERE.
NOBODY KNOWS ANYBODY ELSE.
THAT'S THE KIND OF THING THAT TAKES SOMEBODY TO SAY AND HAVE
A PROFOUND INSIGHT AND COMMUNICATE IN A WAY OF PERSONAL
SIGNIFICANCE.
I EMPHASIZE RESPECTFUL LISTENING IS THE WAY TO GET TO THE
INFORMATION AND TYPICAL DATA SURVEY MAY NOT BE AS IMPORTANT
AS FOLLOWUP WITH INDIVIDUALS.
>> THESE ARE GREAT COMMENTS.
I'D FOLLOW UP ON THE QUESTIONS TO ASK THE LIBRARIES AND
HARWOOD REALLY DOES SHIFT THE CONVERSATION.
I THINK HISTORICALLY WE HAVE TENDED TO ASK PEOPLE WHAT THEY
WANT IN THE LIBRARY AND HARWOOD ASKS WHAT THEY WANT IN A
COMMUNITY.
WITH LIBRARY USER SURVEYS IT IS NOT SO MUCH ASKING THEM,
SORT OF THE HENRY FORD IDEA, IF YOU ASKED WHAT THEY WANT
THEY WOULD HAVE SAID A FASTER HORSE.
SOMETIMES WE NEED TO ASK THEM MORE ABOUT THEIR LIFE AND
ASPIRATIONS AND INTERESTS IN ORDER TO REALLY SEE HOW WE CAN
THINK OUTSIDE OF THE STANDARD WAYS, THINKING ABOUT LIBRARY
AND WHAT IS POSSIBLE.
JAMIE, I SEE THIS QUESTION FROM BONNIE ABOUT BOARDS AND
ENGAGING THEM IN TAXPAYER EDUCATION.
REALLY GREAT POINT ABOUT THE CONCERNS ABOUT THE NEW UPDATES
TO THE AWARENESS TO FUNDING STUDY AND THE NEED FOR MORE
ACTIVE ENGAGEMENT FROM THE LIBRARY BOARD MEMBERS, IN
PARTICULAR IN THAT ADVOCACY.
DO YOU WANT TO SPEAK TO THAT?
>> YEAH, I WILL.
I THINK I THINK WHAT BEST PRACTICE HAS COME TO BE IS NOT
TELLING THEM WHY A PARTICULAR INVESTMENT IN THE LIBRARY IS
SUCH A WONDERFUL THING.
THE FRAME IS OUR COMMUNITY IS VERY CONCERNED ABOUT LET'S SAY
HIGH SCHOOL GRADUATION.
OUR PIECE OF IT, THE THING THE LIBRARY IS WORKING ON IS
HOMEWORK HELP, TUTORING, WORKING ON OUTREACH TO VARIOUS
SCHOOLS TO PROVIDE ACCESS TO DATABASES.
YOU ARE NOT JUST SELLING THE LIBRARY BUT AS A COMPREHENSIVE
STRATEGY TO MEET A COMMUNITY NEED.
THAT IS VERY DIFFERENT.
IT IS COMMUNITY CENTRIC OPPOSED TO LIBRARY CENTRIC AND I
THINK THAT'S THE WAY TO ENGAGE TAXPAYER EDUCATION.
TALK ABOUT THE LARGER ISSUE AND WHAT YOUR INSTITUTION DOES
TO ADDRESS THE ISSUE.
>> JENNIFER HAS POSTED A LINK TO THE ADVOCACY RESOURCE.
THANK YOU FOR DOING THAT.
I WANT TO INVITE YOU IF YOU HAVE QUESTIONS THAT YOU HAVE
UNDERSTANDING ABOUT, AND YOU WANT TO ANSWER THOSE ADD YOUR
EXPERTISE TO THIS CONVERSATION THROUGH THE CHAT AREA AND ADD
IN YOUR INPUT, AS WELL.
>> THE STAFF IS FAIRLY YOUNG AND NEED TO WORK ON THEIR
LISTENING SKILLS, THAT MAY BE TRUE.
WHAT I HAVE LEARNED IS WHEN I SEND OUT PEOPLE TO TALK TO
COMMUNITY LEADERS THEY MAY GO TO THE MEETING THINKING WHAT
WHY AM I DOING THIS?
BUT INEVITABLY THEY COME BACK CONVINCED THERE IS SOMETHING
THE LIBRARY CAN DO TO HELP PEOPLE.
THE WAY YOU PRACTICE LISTENING SKILLS IS TO LISTEN.
IT IS A GOOD WAY TO BECOME A GOOD LISTENER.
>> I THINK THERE ARE SOME INTERESTING TRAINING ON THAT.
LISTENING SKILLS ARE ABOUT RESPONDING WITH QUESTIONS RATHER
THAN ANSWERS.
I THINK ANYBODY, REGARDLESS OF AGE CAN REALLY GAIN FROM
THAT, ALTHOUGH DEVELOPMENTALLY YOUNGER PEOPLE TEND TO FEEL
THEY KNOW ALL OF THE ANSWERS.
IT IS A HABIT THAT WE FORM TO THINK ABOUT HOW TO LISTEN
FIRST AND ASK QUESTIONS RATHER THAN OFFER EXPERTISE, THE
ARDENT SKILL, ABSOLUTELY.
THANK YOU FOR SAYING THAT.
WE WILL GO TO THE THIRD TIER OF THE MODEL WHICH IS ABOUT OUR
RELATIONSHIP, OUR PROFESSIONAL RELATIONSHIP.
HERE AGAIN I SORT OF MIX IT UP A BIT.
I REALLY THINK THAT I'M GOING TO TALK ABOUT THIS FROM MORE
OF THE LOGISTICS SIDE AND JAMIE WILL TALK ABOUT THE
PROFESSIONAL RELATIONSHIPS FROM THE BENEFIT TO YOU.
THE WAY I TEND TO THINK ABOUT THIS IS AS A LEADER OF LIBRARY
SYSTEM, IT'S IMPORTANT TO BE AWARE OF ASSOCIATIONS
CONSORTIA, ENGAGING AND LISTENING TO KNOW IF THERE ARE
OPPORTUNITIES TO SAVE MONEY OR BENEFIT IN SOME WAY.
I'M GOING TO POINT ANYBODY.
WITH MANY OF THE PUBLIC LIBRARY DIRECTORS I'VE SPOKEN WITH,
UNLESS THEY ARE RUNNING THE LIBRARY AND THE OPERATIONS, THEY
TEND TO BE HIGHER LEVEL OF STEPPING AWAY FROM OPERATIONS AND
NEEDING TO RUN A BUSINESS OF THE LIBRARY.
AND THE PUBLIC ADMINISTRATION BACKGROUND, EVEN A MASTER'S
DEGREE IN IT HAS BEEN SEEN MORE BENEFICIAL IN SOME WAYS FOR
SOME OF THE SKILL SET THAT IS NEEDED AT THAT LEADERSHIP
LEVEL.
AND THEN ANOTHER THING THAT I HAVE NOTICED OVER THE YEARS IS
THE IMPORTANCE, PARTICULARLY OF NEW DIRECTORS, BUT DIRECTORS
AT ANYTIME TO BE UNDERSTANDING ABOUT LEGAL REQUIREMENTS
ASSOCIATED WITH BUILDINGS, ASSOCIATED WITH PROCESSES.
THERE'S A LOT OF THINGS THAT COME DOWN FROM THE STATE AND
LOCALLY AND IT IS IMPORTANT TO BE KNOWLEDGEABLE ABOUT LEGAL
REQUIREMENTS, EVEN HR AND HAVING A CAD TRAY OF EXPERTS AT
YOUR DISPOSAL IN DIFFERENT AREAS THAT YOU CAN CALL TO WHEN
THERE IS A LEGAL QUESTION.
I SQUARE SWEAR, THE STATE LIBRARY IN COLORADO SUPPORTS LEGAL
ISSUES EVEN THOUGH WE DON'T GIVE LEGAL ADVICE, JUST POINTING
PEOPLE TO WHAT IS THERE.
THERE ARE A LOT OF INTERESTING QUESTIONS ON A WEEK-TO-WEEK
BASIS WITH LEGAL KINDS OF THINGS.
AGAIN, CIRCLING BACK THE IMPORTANCE OF HAVING A CONNECTION
TO THE LIBRARY VALUES AND ETHICS OF THE PROFESSION.
THE WAY I THINK OF THIS IS WHEN SOMETHING HAPPENS AND PEOPLE
CHALLENGE THE LIBRARY EITHER BECAUSE OF A BOOK OR
INTELLECTUAL FREEDOM ISSUE OR MIGHT CHALLENGE THE LIBRARY ON
SECURITY OR SOMETHING LIKE THAT, PRIVACY.
SO THOSE ARE OPPORTUNITIES FOR A LIBRARY LEADER TO TAKE A
PUBLIC STANCE ABOUT WHAT THE LIBRARY'S ROLE IS AND WHAT THE
VALUES OF THE LIBRARY ARE IN THE COMMUNITY AND HOW THE
LIBRARY AND STAFF AND SYSTEMS UPHOLD THOSE VALUES.
IT'S AN EDUCATIONAL TOOL THAT CAN BE USED AS A WAY TO REALLY
INFORM AND MAKE THE COMMUNITY MORE APPRECIATIVE OF THE
LIBRARY BECAUSE OF THOSE REALLY DEEP AND PROFOUND LIBRARY
VALUES THAT WE HAVE.
>> I WILL PICK UP MY RIGHT SIDE HERE.
I WANT TO BRIEFLY TOUCH BASE WITH ROZ, A QUESTION ABOUT WHAT
DO YOU DO WHEN TRYING TO ESTABLISH RELATIONSHIPS IN THE
COMMUNITY WHEN THERE IS BROKEN TRUST.
YOU HAVE INHERITED A SITUATION WHERE PEOPLE DON'T TRUST EACH
OTHER.
I WANT TO UNDERSCORE THE IDEA OF LISTENING.
AT SOME POINT THE TRUST IS BUILT BY FINDING COMMON
TERRITORY.
NOT JUST A I WILL MAKE A PROMISE AND FOLLOW THROUGH.
IT IS ALSO SAYING THIS IS ABOUT US, OUR CONCERNS RATHER THAN
JUST MINE.
I WANTED TO TOUCH BASE BEFORE I GO BACK INTO THIS.
MY TAKE ON PROFESSIONAL THINGS, I AGREE WITH EVERYTHING THAT
SHARON SAID BUT MY KEY POINT IS TO MAKE SURE YOU ARE
PROFESSIONALLY INVOLVED.
PEOPLE OFTEN THINK THAT ONCE THEY BECOME A LEADER THAT MEANS
THEY ARE DONE AND THEY DON'T HAVE TO DO ANYTHING ELSE.
I BELIEVE IN ORDER TO CORRECTLY MANAGE YOUR ENVIRONMENT, YOU
HAVE TO LIFT YOUR HEAD OUT OF THE TRENCHES EVERY NOW AND
THEN.
IT COULD BE THAT A LOT OF STUFF IS GOING ON.
I'M DEEP INVOLVED WITH THINK STAFF AND GOVERNING BOARD AND
MAYBE I NEED TO TRACK THE COMMUNITY.
THE REASON YOU NEED THE OTHER DIMENSION OF THE PROFESSION IS
WHAT IF I'M DEALING WITH SOMETHING UNIQUE TO MY INSTITUTION
OR SHARED BROADLY ACROSS THE PROFESSION?
BY GOING TO THESE MEETINGS, SITTING DOWN WITH OTHER
DIRECTORS AND COLLEAGUES, YOU SAY, AM I THE ONLY ONE DOING
THIS?
IT COULD BE IN MANY CASES IT IS LIKE NO, WE ARE ALL WORKING
ON IT AND WE HAVE TRIED SOME THINGS YOU SHOULD KNOW ABOUT OR
IT COULD BE YOU ARE THE FIRST PERSON TO FIND IT.
AND IF THAT IS THE CASE IT IS OUR OBLIGATION TO GIVE BACK TO
THE PROFESSION.
WE SHOULD NOT ONLY BE ATTENDING THINGS LIKE THESE WEBINARS,
WE HAVE TO GO SOMEWHERE AND SHARE THE THINGS WE HAVE
LEARNED.
PART OF BEING A PROFESSIONAL IS CONTRIBUTING TO THE
KNOWLEDGE BASE SO WE CAN DO OUR JOB WELL.
THIS IS A KEY PART OF MANAGING YOUR OWN HEALTH AND YOUR
EFFECTIVENESS.
>> SPEAKING OF MANAGING YOUR OWN SELF, OUR NEXT ONE IS -- WE
THINK OF ALL OF THESE PEOPLE IN THE LIBRARY AND ALL OF THESE
PEOPLE OUTSIDE THE LIBRARY AND PROFESSIONAL ASPECT.
ONE COULD BECOME SELFLESS.
WE CERTAINLY AREN'T RECOMMENDING THAT.
WE HAVE TO DO THINGS TO FEEL LIKE WE ARE GROWING IN OUR WORK
AND NOT BURNING OUT.
CERTAINLY I'M INFORMED BY THIS REALLY AMAZING BOOK ON
RESIDENT LEADERSHIP THAT SAYS EVEN IF SOMEONE IS A STRONG
LEADER, IF THEY GET BURNT OUT THEY CAN BE A BAD LEADER.
HERE'S SOME SUGGESTIONS FOR YOU IN TERMS OF THAT DEVELOPING
SELF.
MINE ARE REALLY A LITTLE BIT ABOUT FEELING A SENSE OF
PURPOSE.
WHEN YOU REALLY TIE INTO YOUR OWN CORE VALUES AND WHAT YOU
DEEPLY BELIEVE IN AND THE WHY OF WHAT DRIVES YOUR WORK, IT
REALLY DOES GIVE YOU DAILY ENERGY AND A SENSE OF PURPOSE AND
INTENTION.
REFLECTING REGULARLY ON THOSE CORE VALUES AND REMINDING
YOURSELF OF THOSE, IT MIGHT BE JUST POST THEM SO YOU ARE
AWARE OF THEM.
THOSE SUBTLE THINGS THAT CAN HAPPEN CAN SEEM OVERWHELMING
AND STEPPING BACK AND GOING IS THIS WORTH IT?
YES, THAT'S WHY I AM IN IT AND IT MATTERS AND PROFESSIONAL
DEVELOPMENT.
MAYBE YOU THINK IT IS JANUARY AND YOU ARE LIKE BY DECEMBER
HOW DO I WANT TO BE AS A PROFESSIONAL?
HOW CAN I GROW AND DISCOVER THE NEXT THING FOR ME?
REALLY START TO SKETCH OUT WHAT THAT LOOKS LIKE OVER THE
COURSE OF THE NEXT 11 MONTHS AND THAT COULD BE A WAY FOR YOU
TO KIND OF FEEL THAT ENERGY AND REVITALIZATION AS YOU DO
YOUR WORK.
>> SO, I WANT TO TALK ABOUT SOMETHING THAT I HAVE NOW SEEN
MANY, MANY TIMES.
S HERE WHAT HAPPENS.
PEOPLE THAT GET INTO LIBRARY LEADERSHIP POSITIONS ARE LIKE
MOST OF THE FOLKS IN OUR LIBRARIES VERY CONSCIENTIOUS.
IT STARTS OFF WITH 45, 60, 75-HOUR WEEK AND THEY GET TO THE
END OF THE FIRST YEAR AND THEY ARE BURNT OUT.
THEY FIND THERE'S NOTHING THERE.
ONE OF MY BEST FRIENDS HAS ALWAYS SAID TO ME, HE HAS AN
OBSESSIVE PERSONALITY.
HE THROWS HIMSELF INTO THINGS AND HE GRINDS HIMSELF INTO
NOTHING.
THE SECRET TO MENTAL HEALTH IS TO HAVE TWO THINGS TO WORRY
ABOUT.
WHEN HE HAD RUN OUT OF ONE OF THEM HE WOULD SWITCH TO THE
OTHER ONE.
MY TAKE IS TO SAY I HAVE LEARNED IF YOU WANT TO STAY FRESH,
IF YOU WANT TO BE AN EFFECTIVE LEADER, AT SOME POINT YOU
HAVE TO LIFT YOUR HEAD OUT OF THE PROFESSION ALL TOGETHER
AND SAY WHAT DO I NEED TO RENEW MYSELF?
HOW DO I INVEST IN MY OWN SELF CARE?
IT TENDS TO FALL INTO FOUR BROAD CATEGORIES.
PEOPLE NEED TO GET OUTSIDE AND CONNECTED TO NATURE.
THEY MAY CONNECT WITH FAMILY AND FRIENDS TO SAY THIS IS WHAT
REMINDS ME, AS SHARON WAS SAYING, CORE VALUES MIGHT BE.
AND PEOPLE NEED PHYSICAL EXERCISE.
ONE OF THE WAYS IS TO SEE IF WE CAN PUMP UP THE BODY A BIT.
AND FINALLY HOBBIES AND THINGS THAT GIVE YOU A-- APPEAL TO A
DIFFERENT SKILL SET OR CREATIVITY.
THE POINT IS, SPEND SOME TIME THINKING OF THE THINGS THAT
CHARGE YOU UP AGAIN.
SO YOU NOTICE WHEN YOU GET RUN DOWN YOU HAVE SOME STRATEGIES
TO RESPOND.
>> GREAT.
THANK YOU, GENTLEMAN IMMY FOR THAT.
SO NOW WHAT WE WILL DO IS AN ACTIVITY.
I'M GOING TO HAND THIS OVER TO JENNIFER TO EXPLAIN HOW YOU
USE THE TOOLS TO THE LEFT TO DO WHAT WE WILL DO NEXT.
FANTASTIC.
EXCELLENT.
THANKS TO EVERYONE FOR SHARING ALL OF THOSE GREAT BOOK
RECOMMENDATIONS.
KEEP YOUR IDEAS COMING IN CHAT.
IF YOU ARE NOT ABLE TO SEE THE AND NOTATION TOOLS, KEEP IN
MIND YOU CAN POST IT TO CHAT.
I WILL ASK THAT YOU TAKE YOUR MOUSE OVER THE SLIDE AND ON
THE FAR LEFT YOU WILL SEE A LONG, THIN WHITE PILL MENU.
UNDER THE SQUIGGLE, WHICH IS THE SECOND OPTION, CLICK ON
THAT AND YOU WILL SEE ANOTHER WINDOW OPEN THAT IS TO THE FAR
LEFT.
IF YOU GO HALF WAY DOWN THAT MENU TO THE SQUARE, AND THERE'S
ANOTHER LITTLE ARROW THAT WILL OPEN UP A SUB MENU.
FIND THE CHECKMARK AND IT IS GREAT TO SEE SOME FOLKS ARE
PRACTICING ON THE SLIDE.
FEEL FREE TO PUT YOUR CHECKMARK ON THE SLIDE.
EXCELLENT.
GREAT.
SO WE KNOW THESE PEOPLE HAVE THEIR CHECKMARK.
NOW, LIKE I SAID, IF YOU DON'T SEE THE CHECKMARK OPTION,
KNOW YOU CAN TYPE INTO CHAT.
BUT NOW WE WILL HAVE -- OH, I LOVE THE HEART.
WE WILL HAVE EVERYBODY HOLD THEIR CHECKMARKS FOR A MOMENT
AND SHARON WILL MOVE US ON TO OUR ACTIVITY.
ALL RIGHT.
>> SO THANK YOU FOR YOUR ENTHUSIASM FOR THE CHECKMARKS.
I THINK YOU NEED TO EXPLAIN WHAT WE ARE GOING TO DO HERE.
WHAT WE'D LIKE FOR YOU TO DO HERE IS USE THE CHECKMARK TOOL
TO SAY WHICH RELATIONSHIP COULD YOU USE MORE ATTENTION?
WE WILL JUST SEE WHERE EVERYBODY IS AT WITH THIS.
AS IT GETS FILLED OUT, SEE IF THERE ARE ANY MAJOR TRENDS.
>> AGAIN, I WILL -- AS PEOPLE ARE DOING ALL OF THE CHECKING
AND SUCH TIDY, EVERYBODY IN THE BLOCKS.
ONE OF THE THINGS THAT SHARON, WE START WITH OUR STRENGTHS
AND FOCUS ON THE THING WE ARE GOOD AT.
IT FEEDS US.
IT IS FUN AND INTERESTING.
THIS IS ONE OF THESE MODELS, NOW THAT WE TALKED BETWEEN OUR
TWO MODELS AND THE RESPONSIBILITIES THAT SHARON TALKING
ABOUT ONE SIDE AND INDIVIDUAL TIPS AND TRICKS ON MY SIDE,
NOW YOU HAVE A SENSE THIS MIGHT BE MY BLIND SPOT OR THE AREA
I NEED TO INVEST A LITTLE MORE ATTENTION, A LITTLE MORE
CREATIVITY.
AND WE WILL BE USING SOME OF THAT INFORMATION HERE IN AN
EXERCISE.
>> AS WE LOOK AT IT, IT LOOKS LIKE EVERYONE -- I THINK WE
POINTED OUT YOU NOT ONLY ACKNOWLEDGED WHERE YOU COULD USE
MORE ATTENTION BUT MAYBE USING THE CHAT AREA WE CAN START TO
IDENTIFY WHAT SPECIFICALLY WOULD BE AREAS OF GROWTH?
I THINK THE GOVERNING AUTHORITY ONES HAS A LOT OF CHECKMARKS
AND WE WILL UNPACK THAT IN A MINUTE.
I WANT TO JUMP DOWN TO THE LIBRARY STAFF.
AS A SUPERVISOR OR SUPERVISORS, I THINK BOTH OF US RECOMMEND
TAKING THE TALENT, MANAGEMENT, DEVELOPMENT APPROACH TO STAFF
WHICH IS REALLY LOOKING AT THEIR STRENGTHS AND USING
APPRECIATIVE INQUIRY TO REALLY ENCOURAGE THEIR GROWTH AND
DEVELOPMENT AS WELL AS LEVERAGE WHAT THEY ARE GOOD AT IN
ORDER MAKE THE KIND OF THINGS HAPPEN IN YOUR BUY LAIR.
WE DO A WHOLE SESSION BUT JAMIE, DO YOU WANT TO SAY MORE ON
THAT?
>> YEAH, I THINK THAT TOO OFTEN WE HAVE A NOTION THAT THE
WAY TO MANAGE STAFF IS TO TELL THEM ALL THEY ARE BAD AT AND
TELL THEM THEY HAVE TO GET BETTER.
BY CONTRAST, A FAR MORE EFFECTIVE WAY IS TELL ME YOUR
DREAMS, ASPIRATIONS AND STRENGTHS AND THE RESPONSIBILITY OF
A LEADER IS TO BUILD A TEAM WHOSE STRENGTHS ARE
COMPLIMENTARY.
WE DON'T TRY TO TURN PEOPLE INTO PEOPLE THEY ARE NOT BUT USE
THEIR STRENGTHS TO MAKE SURE YOU HAVE A BROAD SWATH OF
STRENGTHS.
>> TO ROZ'S POINT, OFTEN IN A LARGER ORGANIZATION, THE
ASSISTANT DIRECTOR IS BUILDING THE RELATIONSHIPS INTERNALLY
WITH THE STAFF AND HELPING TO SET THE TONE AND THE CULTURE
WHILE THE DIRECTOR CAN BE MORE EXTERNALLY FOCUSED, BUT THERE
NEEDS TO BE CLEAR ALIGNMENT BETWEEN A DIRECTOR AND THE
ASSISTANT DIRECTOR SO THAT EVEN AS THEY ARE GOING SEPARATE
WAYS THEY ARE SORT OF SPEAKING THE SAME LANGUAGE.
I THINK PART OF OUR KEY WITH OPENING THIS UP AND SHOWING
THIS MODEL AS WELL AS MY MODEL IS TO SAY, YOU KNOW, TO SOME
OF YOUR POINTS, SOME OF THESE AREAS YOU ARE DOING WELL.
LIKE HEATHER SAYS I SPEND MUCH TIME IN ALL AREAS EXCEPT
MYSELF.
IF YOU LOOK AT THIS AND SAY, I NEED MORE TIME WITH DOING
THINGS TO REGENERATE MY OWN ENERGY OR ONE OF THESE OTHER
AREAS.
IT'S JUST GOOD TO IDENTIFY IT.
I THINK THE KEY TO ALL OF THIS IS TO POTENTIALLY CREATE YOUR
OWN MIND MAP, YOUR OWN KIND OF WHAT I CALL MY MAP.
THIS IS JAMIE'S.
AND THIS IS MINE EARLIER.
THEY ARE AVAILABLE TO YOU.
BUT SKETCH OUT YOUR OWN UNDERSTANDING OF YOUR KEY
RELATIONSHIPS AND RESPONSIBILITIES IN YOUR WORK.
WHO DO YOU EFFECT OR WHO IS AFFECTED BY YOUR WORK OR WHO
AFFECTS YOUR WORK?
AND REALLY SKETCH THAT OUT.
THE KEY IS TO CREATE A PLAN FOR HOW YOU ARE GOING TO ADDRESS
ALL OF THOSE AREAS KNOWING THAT IN SOME CASES -- NEXT
SLIDE -- IN SOME CASES YOU ARE GOING TO HAVE DIFFERENT
FREQUENCIES, DIFFERENT STRATEGIES AND DIFFERENT MEASURES OF
SUCCESS.
SO, WE DEVELOPED THIS REALLY QUICK AND DIRTY KIND OF
RELATIONSHIP MANAGEMENT PLAN WITH OTHER AREAS FOR YOU TO PUT
IN BUT WITH THE TOP FIVE THAT JAMIE ACKNOWLEDGED SO YOU CAN
PLAN THE FREQUENCY WITH WHICH YOU ENGAGE IN THESE DIFFERENT
STAKEHOLDERS AND THE STRATEGIES YOU USE AND HOW WILL YOU
KNOW THAT YOUR STRATEGIES ARE REALLY HELPING TO BUILD THAT
RELATIONSHIP IN A CONSTRUCTIVE WAY THAT IS ACTUALLY
IMPROVING, NOT JUST IN RELATIONSHIP BUT THE LIBRARY
OPERATIONS AND OTHER THINGS THAT THE LIBRARY NEEDS.
SO THE IDEA WITH THIS MANAGEMENT RELATIONSHIP PLAN IS TO
HAVE SOME MEASURES OF SUCCESS THAT REALLY CIRCLE BACK TO
BENEFITING THE LIBRARY ORGANIZATION.
JAMIE, DO YOU WANT TO UNPACK THIS A BIT?
>> MY TAKE IT IS ONE THING FOR US TO GO THROUGH AND SAY
THERE ARE ALL OF THESE DIFFERENT DIMENSIONS AND YOU SHOULD
REMEMBER THEM ALL, WOULDN'T IT BE SWELL IF WE DID, BUT WHAT
ARE TRYING TO GET AT YOU NEED TO ZERO IN AND FIND SOMETHING
TO KEEP YOU ON TOP OF THIS.
SO YOU ARE NOT SURPRISED OR BLIND SIDED BY THE RELATIONSHIP
YOU FORGOT ABOUT.
THIS MAY BE AN EXAMPLE FOR THE GOVERNING AUTHORITY.
I NEED TO STAY ON TOP OF IT TWO TIMES A MONTH.
WHAT ARE MY STRATEGIES, HAVE A LUNCH, A NON-NORMAL MEETING
WITH MY BOARD SO I CAN TALK ABOUT SOME IDEAS AN INFORMED
SESSION AND A TIMED AGENDA.
THOSE ARE MY STRATEGIES?
THAT OUR MEETINGS DON'T LAST LONGER THAN AN HOUR AND A
HALF.
ASK FOR THE REPORTS AND CELEBRATE SUCCESSES.
WHAT IS OUR SUCCESS MEASURE, WE HAVE IMPROVED MORALE AND A
SHARED UNDERSTAND OF WHAT OUR GOALS ARE.
I PUT THIS OUT TO GIVE YOU SOME QUICK EXAMPLES.
AGAIN, UNDER COMMUNITY, WHAT'S MY FREQUENCY?
I WANT TO HAVE ONE LUNCH DATE A MONTH AND I WILL TAKE OUT
ONE OF THOSE MOVERS AND SHAKERS ONCE A MONTH TO DO A REAL IN
DEPTH RELATIONSHIP CULTIVATION AND I WANT TO RECORD
EVERYTHING ON MY CALENDAR.
WHAT'S MY SUCCESS MEASURE?
AT THE END OF THE YEAR I WANT TO HAVE SPOKEN TO 15 MOVERS
AND SHAKERS.
SO, I WANT TO MAKE THIS AVAILABLE AND SAY AS PART OF THIS
WHOLE WEBINAR YOU WILL HAVE ACCESS.
FEEL FREE TO PUT IT UP BY YOUR PHONE, SOMEWHERE WHERE YOU
WILL SEE IT EVERY DAY WHEN YOU ARE WORKING AND SPEND SOME
TIME DOING, AS SHARON SUGGESTS, TOO, BUILD YOUR OWN
STRATEGY, YOUR OWN VISUAL GUIDE AND REMINDER, YOUR OWN MIND
MAP THAT SAYS THESE ARE THE ONES I'M TRACKING RIGHT NOW.
>> GREAT.
WE ARE SEEING GREAT COMMENTS ABOUT THIS.
I WANT TO CIRCLE BACK TO THE SELF AND SAY IT MAY SEEM WEIRD
FOR YOU TO SCHEDULE TIME FOR YOURSELF, BUT ACTUALLY THE WAY
OUR LIVES ARE THESE DAYS, I THINK HAVING SOME FREQUENCY OF
HAVING 15-MINUTE WALKS AT LUNCH, AT LEAST THREE TIMES A WEEK
OR SOME STRATEGIES LIKE THAT, AND YOU CAN MEASURE WHETHER
YOU HAVE DONE THAT OR NOT AND THE SUCCESS MAY BE MORE ABLE
TO FOCUS IN THE AFTERNOON ON THE VARIOUS TASKS YOU NEED TO
DO.
SO, THOSE ARE JUST -- AGAIN, WE HAVE THIS AS A DOCUMENT THAT
YOU CAN DOWNLOAD FROM THE WEBJUNCTION SITE.
I'M GLAD A LOT OF YOU ARE THINKING OF THIS AS HELPFUL.
I'D LOVE TO SEE HOW YOU ORGANIZE YOUR OWN MIND MAP AND IDEAS
 ON THIS BUT WE ARE GETTING SHORT ON TIME.
SO WE ARE GOING TO MOVE TO OUR CONTACT INFORMATION SO THAT
YOU CAN CHECK IN WITH US IF YOU WOULD LIKE TO OR HAVE ANY
QUESTIONS.
WE ARE GOING TO STAY ON A LITTLE LONGER IF PEOPLE WANT TO
STICK AROUND AND ASK QUESTIONS OF US AND I WANT TO SAY A
HUGE THANK YOU TO WEBJUNCTION AND JENNIFER PETERSON IN
PARTICULAR, AS WELL AS SUCH AN HONOR TO PRESENT WITH JAMIE
LARUE AND WHAT A FABULOUSLY ENGAGED AUDIENCE.
EXCELLENT CHAT.
THANK YOU FOR WHAT YOU CONTRIBUTED TO THIS WEBINAR TODAY.
>> THANK YOU, JENNIFER, AND THANK YOU, SHARON AND THANK YOU
TO ALL OF YOU TOO FOR TAKING THESE ISSUES SERIOUSLY AND I'M
CONFIDENT IF YOU PUT TOGETHER A LITTLE THINKING AND TOOLS ON
HOW TO STAY ON TOP OF THIS YOU WILL NOT BE SURPRISED.
>> THANK YOU SO MUCH, BOTH OF YOU.
THIS IS ALL SO VALUABLE.
AS YOU CAN SEE, PEOPLE ARE REALLY PLEASED.
I'M SURE EAGER TO APPLY YOUR MODELS AND YOUR TOOLS TO THEIR
WORK.
SO THANK YOU SO MUCH.
THANK YOU TO THOSE WHO ATTENDED TODAY.
A REMINDER, I WILL SEND YOU AN E-MAIL ONCE THE RECORDING IS
AVAILABLE.
I WILL ALSO MENTION, AS YOU LEAVE THE SESSION TODAY WE ARE
GOING TO SEND YOU TO A SHORT SURVEY.
WE'D LOVE TO COLLECT YOUR FEEDBACK AND SHARE IT WITH OUR
PRESENTERS AND IT HELPS US IN OUR ONGOING PROGRAMMING
DECISIONS.
I THINK THAT WRAPS IT UP.
IF YOU DO HAVE OTHER QUESTIONS, BE SURE TO REACH OUT TO
JAMIE AND SHARON AND AGAIN WE WILL MAKE SURE THAT ALL OF
THESE RESOURCES ARE AVAILABLE TO YOU AND EVERYONE HAVE A
FANTASTIC DAY.