Keep Your Supporters Close, and Your Naysayers Closer
Compulsive naysayers are not always wrong – and sometimes they see realities that neither you nor your more compliant and agreeable employees see. And they can save you time.
Leading a Library During Political Upheaval
Now, more than ever, librarianship needs leaders who can demonstrate wisdom, judgment, and empathy for all the people they lead and all the people their libraries serve.
When They Give You Percentages, Ask for Raw Numbers – and Vice Versa
Presented on their own, either percentages or raw numbers can tell very misleading stories -- and lead to bad decisions.
Surround Yourself with People Smarter Than You
Wise leaders not only recognize the superior intelligence and talent of others in their organizations; they also openly acknowledge it and look for ways to encourage its full express for the benefit of the library organization and its patrons.
Dealing with Resistant Staff: Some Principles and Some Practices
The interpersonal problems that arise from organizational change are among the most difficult that a leader will ever deal with. But dealing with them effectively, fairly, and consistently is among the most important duties of a leader.
Take a Leader's Pay, Do a Leader's Work
A leader can't let herself get locked into the false choice between bulldozing over resistant staff and letting staff resistance prevent necessary change.