Linda Hill & Kent Lineback, Harvard Business Review; The Words Many Managers Are Afraid To Say:
"When is the last time you said words like these to the people who work for you?
"I don't know."
"I was wrong."
"I'm sorry."
"Would you help me?"
"What do you think?"
"What would you do?"
"Could you explain this to me? I'm not sure I get it."
No one, boss or not, likes to admit error or ignorance. But an inability to recognize and admit openly when you lack knowledge or make a mistake will make you less effective as a manager in two ways."
Friday, February 25, 2011
Saturday, February 19, 2011
Whitehall library has space for just senior citizens; Pittsburgh Post-Gazette, 2/17/11
Kaitlynn Riely, Pittsburgh Post-Gazette; Whitehall library has space for just senior citizens:
"In Whitehall, where nearly half the population is over age 45, the library is using the grant money to create a space, dubbed the Second Chapter Cafe, for library patrons to read, watch movies, socialize and learn how to use new technologies, such as Facebook and e-readers, said Paula Kelly, library director."
"In Whitehall, where nearly half the population is over age 45, the library is using the grant money to create a space, dubbed the Second Chapter Cafe, for library patrons to read, watch movies, socialize and learn how to use new technologies, such as Facebook and e-readers, said Paula Kelly, library director."
The Essence of a Great Presentation; Harvard Business Review, 2/17/11
Whitney Johnson, Harvard Business Review; The Essence of a Great Presentation:
"In setting aside the script and focusing on the client's bottom line, instead of our own, we lay the groundwork for a long-lasting rapport. Of course, it is essential that we are well prepared and know our material cold; however, knowledge alone is insufficient. Moving away from a scripted, pundit-style, one-size-fits-all message, we will certainly make mistakes. But, the only real mistake is thinking that these slip-ups equal failure. If we focus on the audience, not ourselves, whether in a one-on-one meeting or a packed auditorium, we'll deliver a crowd-pleasing, even praiseworthy, performance every time: because success is ultimately about connection, not perfection."
"In setting aside the script and focusing on the client's bottom line, instead of our own, we lay the groundwork for a long-lasting rapport. Of course, it is essential that we are well prepared and know our material cold; however, knowledge alone is insufficient. Moving away from a scripted, pundit-style, one-size-fits-all message, we will certainly make mistakes. But, the only real mistake is thinking that these slip-ups equal failure. If we focus on the audience, not ourselves, whether in a one-on-one meeting or a packed auditorium, we'll deliver a crowd-pleasing, even praiseworthy, performance every time: because success is ultimately about connection, not perfection."
Public Library serious about raising money; Pittsburgh Post-Gazette, 2/17/11
Kaitlynn Riely, Pittsburgh Post-Gazette; Mt. Lebanon Public Library serious about raising money:
"Faced with funding cuts in recent years and preparing for further cuts in the future, the Mt. Lebanon Public Library plans to hone its fundraising efforts to fill in the gaps.
The library has contracted with a fundraising consultant, who made several suggestions library director Cynthia Richey said she hoped would propel the library toward its goal of collecting $300,000 to $400,000 in donations over the next three years.
"I think more libraries will be doing this as the traditional government funding streams are reduced, because it's a matter of survival," Ms. Richey said."
"Faced with funding cuts in recent years and preparing for further cuts in the future, the Mt. Lebanon Public Library plans to hone its fundraising efforts to fill in the gaps.
The library has contracted with a fundraising consultant, who made several suggestions library director Cynthia Richey said she hoped would propel the library toward its goal of collecting $300,000 to $400,000 in donations over the next three years.
"I think more libraries will be doing this as the traditional government funding streams are reduced, because it's a matter of survival," Ms. Richey said."
Saturday, February 12, 2011
Free love's antidote: On the Pitt campus, it should have been free speech; Pittsburgh Post-Gazette, 2/12/11
Pittsburgh Post-Gazette; Free love's antidote: On the Pitt campus, it should have been free speech:
"University of Pittsburgh student Joseph Petrich wanted to advocate for chastity now, only to be told by university officialdom that he and his group had to leave...
The group was finally asked to leave because it was not an official Pitt-approved club. The official clubs giving out advice on condoms and such could stay.
Now there's a public relations disaster that should have been anticipated at once."
"University of Pittsburgh student Joseph Petrich wanted to advocate for chastity now, only to be told by university officialdom that he and his group had to leave...
The group was finally asked to leave because it was not an official Pitt-approved club. The official clubs giving out advice on condoms and such could stay.
Now there's a public relations disaster that should have been anticipated at once."
Friday, February 11, 2011
Staff cuts detrimental to library's vision; Almanac (South Hills of Pittsburgh), 2/9/11
Robyn Hammer-Clarey, Almanac (South Hills of Pittsburgh); Staff cuts detrimental to library's vision:
"On Jan. 13th and 14th of this year four full-time employees in the Mt. Lebanon Public Library were terminated. One was a clerk at the service desk and the other three were librarians with a masters degree. They supported adult services including reference and the collection doing purchasing and cataloging."
"On Jan. 13th and 14th of this year four full-time employees in the Mt. Lebanon Public Library were terminated. One was a clerk at the service desk and the other three were librarians with a masters degree. They supported adult services including reference and the collection doing purchasing and cataloging."
Library cuts staff; Almanac (South Hills of Pittsburgh), 2/9/11
Terri T. Johnson, Almanac (South Hills of Pittsburgh); Library cuts staff:
"The problems of funding began in 2004, Richey said, when then Gov. Ed Rendell cut state funding in half for libraries across the state. The money was "gradually brought up, but he cut it again in 2009 and again in 2010 and again in 2011," Richey said.
Also, Richey said the Mt. Lebanon library lost funding through the Allegheny County Library Association, known as ACLA. Additional money was diverted from the library due to formula changes through the county's Regional Asset District, known as RAD. She said the lost revenue streams total almost $250,000 with the result being her annual budget dipped from $1.61 million to $1.5 million."
"The problems of funding began in 2004, Richey said, when then Gov. Ed Rendell cut state funding in half for libraries across the state. The money was "gradually brought up, but he cut it again in 2009 and again in 2010 and again in 2011," Richey said.
Also, Richey said the Mt. Lebanon library lost funding through the Allegheny County Library Association, known as ACLA. Additional money was diverted from the library due to formula changes through the county's Regional Asset District, known as RAD. She said the lost revenue streams total almost $250,000 with the result being her annual budget dipped from $1.61 million to $1.5 million."
The Dirty Little Secret of Successful Companies; New York Times, 2/8/11
Jay Goltz, New York Times; The Dirty Little Secret of Successful Companies:
"If you want to run a great company — a company they gives great customer service and delivers a great product and has happy employees and a good bottom line, you occasionally have to fire people. Who? The people who after exhaustive training and coaching and counseling cannot do the job. The people who would probably be rated a six on a scale of one to 10. You’ve probably already parted company with the people who rate worse than a six – but it’s the sixes who can be tricky. They’re not that bad, but they’re just not good."
"If you want to run a great company — a company they gives great customer service and delivers a great product and has happy employees and a good bottom line, you occasionally have to fire people. Who? The people who after exhaustive training and coaching and counseling cannot do the job. The people who would probably be rated a six on a scale of one to 10. You’ve probably already parted company with the people who rate worse than a six – but it’s the sixes who can be tricky. They’re not that bad, but they’re just not good."
Hospitals Shift Smoking Bans to Smoker Ban; New York Times, 2/11/11
A. G. Sulzberger, New York Times; Hospitals Shift Smoking Bans to Smoker Ban:
"More hospitals and medical businesses in many states are adopting strict policies that make smoking a reason to turn away job applicants, saying they want to increase worker productivity, reduce health care costs and encourage healthier living...
Applications now explicitly warn of “tobacco-free hiring,” job seekers must submit to urine tests for nicotine and new employees caught smoking face termination.
This shift — from smoke-free to smoker-free workplaces — has prompted sharp debate, even among anti-tobacco groups, over whether the policies establish a troubling precedent of employers intruding into private lives to ban a habit that is legal."
"More hospitals and medical businesses in many states are adopting strict policies that make smoking a reason to turn away job applicants, saying they want to increase worker productivity, reduce health care costs and encourage healthier living...
Applications now explicitly warn of “tobacco-free hiring,” job seekers must submit to urine tests for nicotine and new employees caught smoking face termination.
This shift — from smoke-free to smoker-free workplaces — has prompted sharp debate, even among anti-tobacco groups, over whether the policies establish a troubling precedent of employers intruding into private lives to ban a habit that is legal."
Wednesday, February 9, 2011
The Worst Interview Question (and How to Answer It); Harvard Business Review, 1/31/11
Priscilla Claman, Harvard Business Review; The Worst Interview Question (and How to Answer It) :
"[W]hat do you consider your greatest weakness?"...
For my part, I don't believe in the abstract idea of individual "weaknesses," only weaknesses in the context of particular corporate cultures. For example, someone who might seem weak or indecisive in an execution-oriented culture might fit right into a highly collaborative culture. What looks like weakness in one culture may be strength in another. It's much more useful for an interviewer to know what strengths are needed to do the job and to determine if the candidate has those strengths...
Loathed as it is, you will have to be prepared for this question — because sooner or later some stickler will ask. Rather than hemming and hawing for an answer on the spot, follow these recommendations..."
"[W]hat do you consider your greatest weakness?"...
For my part, I don't believe in the abstract idea of individual "weaknesses," only weaknesses in the context of particular corporate cultures. For example, someone who might seem weak or indecisive in an execution-oriented culture might fit right into a highly collaborative culture. What looks like weakness in one culture may be strength in another. It's much more useful for an interviewer to know what strengths are needed to do the job and to determine if the candidate has those strengths...
Loathed as it is, you will have to be prepared for this question — because sooner or later some stickler will ask. Rather than hemming and hawing for an answer on the spot, follow these recommendations..."
Monday, February 7, 2011
Corner Office, Interview with Julie Greenwald; New York Times, 2/6/11
Adam Bryant, Corner Office, New York Times; Interview with Julie Greenwald, chairwoman and chief operating officer of the Atlantic Records Group: Meeting Space? In Her Eyes, Less Is More:
"Q. Talk more about your leadership style now.
A. I spend a lot of time in small meetings. I make sure, as we’re working on projects, that we constantly talk about culture and what we need and why something is not just one person’s responsibility. I’ll talk through an issue, and really make sure everybody understands that we all have to have ownership over the artist and over the project and over this company. We’re all in it together. We’re all going to win together and we’re all going to lose together. So what do we need to learn about each other’s departments? How do we make sure everybody’s working together better?""
"Q. Talk more about your leadership style now.
A. I spend a lot of time in small meetings. I make sure, as we’re working on projects, that we constantly talk about culture and what we need and why something is not just one person’s responsibility. I’ll talk through an issue, and really make sure everybody understands that we all have to have ownership over the artist and over the project and over this company. We’re all in it together. We’re all going to win together and we’re all going to lose together. So what do we need to learn about each other’s departments? How do we make sure everybody’s working together better?""
Saturday, February 5, 2011
Pitt library holds a black-gold party; Pittsburgh Post-Gazette, 2/5/11
Katie Park, Pittsburgh Post-Gazette; Pitt library holds a black-gold party:
"The University of Pittsburgh's colors may be blue and gold, but its library Friday was decked out in black and gold instead.
The University Library System hosted a Black and Gold Party and Steelers rally at the Cup and Chaucer cafe in Hillman Library on Friday afternoon. The event, which ran from 1 to 3:30 p.m., provided free food, including pierogies and haluski, and discounts on cafe drinks for customers dressed in black and gold.
The library had never hosted an event like this before, said Crystal McCormick Ware, the library's coordinator for communications and diversity...
Events such as the Black and Gold party help make the library a "very friendly place," Ms. McCormick Ware said."
"The University of Pittsburgh's colors may be blue and gold, but its library Friday was decked out in black and gold instead.
The University Library System hosted a Black and Gold Party and Steelers rally at the Cup and Chaucer cafe in Hillman Library on Friday afternoon. The event, which ran from 1 to 3:30 p.m., provided free food, including pierogies and haluski, and discounts on cafe drinks for customers dressed in black and gold.
The library had never hosted an event like this before, said Crystal McCormick Ware, the library's coordinator for communications and diversity...
Events such as the Black and Gold party help make the library a "very friendly place," Ms. McCormick Ware said."
Friday, February 4, 2011
Wednesday, February 2, 2011
Director Says Young People Protect Library in Alexandria; Library Journal, 2/1/11
Michael Kelley, Library Journal; Director Says Young People Protect Library in Alexandria:
"As street protests continued to unfold in Egypt against the 30-year reign of President Hosni Mubarak, the director of the Bibliotheca Alexandrina is crediting young people in the country with protecting the library.
In a January 30 statement on the library's website, Ismail Serageldin, the director, wrote:
"The library is safe thanks to Egypt's youth, whether they be the staff of the Library or the representatives of the demonstrators, who are joining us in guarding the building from potential vandals and looters. I am there daily within the bounds of the curfew hours."
"As street protests continued to unfold in Egypt against the 30-year reign of President Hosni Mubarak, the director of the Bibliotheca Alexandrina is crediting young people in the country with protecting the library.
In a January 30 statement on the library's website, Ismail Serageldin, the director, wrote:
"The library is safe thanks to Egypt's youth, whether they be the staff of the Library or the representatives of the demonstrators, who are joining us in guarding the building from potential vandals and looters. I am there daily within the bounds of the curfew hours."
Monday, January 31, 2011
Nancy Pearl: LJ's 2011 Librarian of the Year; Library Journal, 1/15/11
John N. Berry III, Library Journal; Nancy Pearl: LJ's 2011 Librarian of the Year:
"No one other than Nancy Pearl has so convinced Americans that libraries, books, and reading are critical to our communities. Her passionate advocacy has done that nationwide for thousands of individual readers and library workers in the trenches at the local level. She has spread book lust via broadcasts to the nation on National Public Radio’s Morning Edition and from local radio and TV outlets and through her blog posts and tweets. She has done it in hundreds of workshops and performances for library patrons, library staff at all levels, and small groups of readers who want to be with her to discuss what they’ve read and what they have written. She has taught the skills and techniques of collection development, readers’ advisory (RA), and booktalking to the LIS students at the University of Washington Information School, and honed RA skills across staffing lines in the public libraries of Detroit, Tulsa, and Seattle.
Her work has reinforced reading via libraries as essential and empowering for all people. Her innovation in training has deepened the book skills of library workers. Her public outreach has effectively promoted libraries well beyond library walls, broadening the public’s perception of the purpose of libraries. All of these efforts have earned her recognition as LJ’s 2011 Librarian of the Year...
Pearl’s high profile translated into her becoming the model for the shushing librarian, which is the best seller of all the action figures produced by Seattle manufacturer Archie McPhee. Both adored and abhorred, it is still a favorite among librarians and book lovers."
"No one other than Nancy Pearl has so convinced Americans that libraries, books, and reading are critical to our communities. Her passionate advocacy has done that nationwide for thousands of individual readers and library workers in the trenches at the local level. She has spread book lust via broadcasts to the nation on National Public Radio’s Morning Edition and from local radio and TV outlets and through her blog posts and tweets. She has done it in hundreds of workshops and performances for library patrons, library staff at all levels, and small groups of readers who want to be with her to discuss what they’ve read and what they have written. She has taught the skills and techniques of collection development, readers’ advisory (RA), and booktalking to the LIS students at the University of Washington Information School, and honed RA skills across staffing lines in the public libraries of Detroit, Tulsa, and Seattle.
Her work has reinforced reading via libraries as essential and empowering for all people. Her innovation in training has deepened the book skills of library workers. Her public outreach has effectively promoted libraries well beyond library walls, broadening the public’s perception of the purpose of libraries. All of these efforts have earned her recognition as LJ’s 2011 Librarian of the Year...
Pearl’s high profile translated into her becoming the model for the shushing librarian, which is the best seller of all the action figures produced by Seattle manufacturer Archie McPhee. Both adored and abhorred, it is still a favorite among librarians and book lovers."
Civic Engagement Trumps ‘Shhh!’; New York Times, 1/31/11
Nicolai Ouroussoff, New York Times; Civic Engagement Trumps ‘Shhh!’ :
"So when the Queens Library Board of Trustees approved the design of the new Hunters Point community library this month, it was a well-deserved and long overdue breakthrough. The project, done in collaboration with Mr. Holl’s partner Chris McVoy and scheduled to begin construction early next year, will stand on a prominent waterfront site just across the East River from the United Nations. It is a striking expression of the continuing effort to shake the dust off of the city’s aging libraries and recast them as lively communal hubs, and should go far in bolstering the civic image of Queens...
The strength of this layout is that it allows Mr. Holl to balance the reader’s need for solitude with a strong sense of community...
Mr. Holl is not interested in creating a monastic sanctuary; he wants to build a monument to civic engagement. The views aren’t just pretty; they remind us that the intellectual exchange of a library is part of a bigger collective enterprise."
"So when the Queens Library Board of Trustees approved the design of the new Hunters Point community library this month, it was a well-deserved and long overdue breakthrough. The project, done in collaboration with Mr. Holl’s partner Chris McVoy and scheduled to begin construction early next year, will stand on a prominent waterfront site just across the East River from the United Nations. It is a striking expression of the continuing effort to shake the dust off of the city’s aging libraries and recast them as lively communal hubs, and should go far in bolstering the civic image of Queens...
The strength of this layout is that it allows Mr. Holl to balance the reader’s need for solitude with a strong sense of community...
Mr. Holl is not interested in creating a monastic sanctuary; he wants to build a monument to civic engagement. The views aren’t just pretty; they remind us that the intellectual exchange of a library is part of a bigger collective enterprise."
Sunday, January 30, 2011
Corner Office, Interview with Michael Lebowitz, founder and C.E.O. of Big Spaceship; New York Times, 1/30/11
Adam Bryant, Corner Office, New York Times; Interview with Michael Lebowitz, founder and C.E.O. of Big Spaceship, a digital marketing and communications agency; Hey, Rock Stars: Take Your Show Someplace Else:
"Q. Who were some important mentors for you?
A. I haven’t really had a lot of mentors. I’ve had to sort of figure things out for myself, because I’ve had a lot of whatever the opposite of a mentor is. I’ve learned a lot from seeing what didn’t work. There should be a word for that kind of boss —“dismentor” or something...
Q. So what kind of culture did you want to create when you started your company?
A. Probably the biggest lesson I learned as we started to grow was — and this is a more sanitized version of the expression we use — “Don’t hire jerks, no matter how talented.” I became very attuned to this early on, when we were still a small start-up, and you’re doing everything you can to maintain a positive framework. So I’m looking for people I like, because I’ve seen how, no matter how talented they are, the negative is always going to pull down any positive. The second- or third- or fourth-best candidate who isn’t a jerk is going to ultimately provide way more value. Because we learned that early on, we’ve always guarded against that sort of rock-star culture."
"Q. Who were some important mentors for you?
A. I haven’t really had a lot of mentors. I’ve had to sort of figure things out for myself, because I’ve had a lot of whatever the opposite of a mentor is. I’ve learned a lot from seeing what didn’t work. There should be a word for that kind of boss —“dismentor” or something...
Q. So what kind of culture did you want to create when you started your company?
A. Probably the biggest lesson I learned as we started to grow was — and this is a more sanitized version of the expression we use — “Don’t hire jerks, no matter how talented.” I became very attuned to this early on, when we were still a small start-up, and you’re doing everything you can to maintain a positive framework. So I’m looking for people I like, because I’ve seen how, no matter how talented they are, the negative is always going to pull down any positive. The second- or third- or fourth-best candidate who isn’t a jerk is going to ultimately provide way more value. Because we learned that early on, we’ve always guarded against that sort of rock-star culture."
Saturday, January 29, 2011
Around Town: We can't afford to keep quiet about saving libraries; Pittsburgh Post-Gazette, 1/25/11
Brian O'Neill, Pittsburgh Post-Gazette; Around Town: We can't afford to keep quiet about saving libraries:
"Do we want Pittsburgh to be a great city or not?
That was the unintentional question posed in the fall of 2009 when the Carnegie Library of Pittsburgh announced plans to close five of its 19 branches.
The library board backed off when citizens raised the dickens about any move to raze the Dickens.
Raising money is a bit harder. A variety of stopgap measures have kept all branches open, but what the library desperately needs is a dedicated funding source.
Andy Carnegie left some beautiful buildings, but he didn't endow them. The library has to go hat in hand to the city, state and Regional Asset District each year for funding, and the first two legs of that trio have been consistently inconsistent.
Library directors need to crank up individual and corporate giving to build up the endowment, and city voters may be asked in November whether libraries are worth a few dollars."
"Do we want Pittsburgh to be a great city or not?
That was the unintentional question posed in the fall of 2009 when the Carnegie Library of Pittsburgh announced plans to close five of its 19 branches.
The library board backed off when citizens raised the dickens about any move to raze the Dickens.
Raising money is a bit harder. A variety of stopgap measures have kept all branches open, but what the library desperately needs is a dedicated funding source.
Andy Carnegie left some beautiful buildings, but he didn't endow them. The library has to go hat in hand to the city, state and Regional Asset District each year for funding, and the first two legs of that trio have been consistently inconsistent.
Library directors need to crank up individual and corporate giving to build up the endowment, and city voters may be asked in November whether libraries are worth a few dollars."
Tuesday, January 25, 2011
Corner Office, Interview with Jeremy Allaire, chairman and chief executive of Brightcove; New York Times, 1/23/11
Adam Bryant, Corner Office, New York Times; Interview with Jeremy Allaire, chairman and chief executive of Brightcove, an online video platform for Web sites; How to Shape the DNA of a Young Company:
"Another attribute, which has been really important from a cultural perspective, is that I want people who are nice, who are genuinely good people, who have humility. If I had the opportunity to have someone who is the most brilliant person in the world but they were a prima donna, I wouldn’t want them. We’ve had a couple people like that and they just kind of get ejected from the organization. They can’t thrive, because they turn people off and they can’t operate in this kind of environment...
Q. Are there other things you do to maintain that start-up feel?
A. There’s the core communications piece. In the last year, we grew to a size where I was feeling kind of out of touch with everybody, and that felt a little bit scary. We went from 180 people to almost 280 in less than a year, so that’s a lot of change.
I actually was inspired by one of the rituals the founders of Google established — every Friday they would invite anyone in the company on a worldwide basis to join a town hall to just talk about anything that’s happening in the company. So every Friday at 10 a.m., we tell people, you’ve got an hour and we’re going to talk about anything. Everything is on the table, and we’ll bring some topics, too. It is completely open book, we could talk about anything, and people can ask any hard question. Not everyone shows up, because people have a lot going on. But it just creates this sense for people that they’ve got access to anything that’s going on in the company strategically. It’s a really helpful thing."
"Another attribute, which has been really important from a cultural perspective, is that I want people who are nice, who are genuinely good people, who have humility. If I had the opportunity to have someone who is the most brilliant person in the world but they were a prima donna, I wouldn’t want them. We’ve had a couple people like that and they just kind of get ejected from the organization. They can’t thrive, because they turn people off and they can’t operate in this kind of environment...
Q. Are there other things you do to maintain that start-up feel?
A. There’s the core communications piece. In the last year, we grew to a size where I was feeling kind of out of touch with everybody, and that felt a little bit scary. We went from 180 people to almost 280 in less than a year, so that’s a lot of change.
I actually was inspired by one of the rituals the founders of Google established — every Friday they would invite anyone in the company on a worldwide basis to join a town hall to just talk about anything that’s happening in the company. So every Friday at 10 a.m., we tell people, you’ve got an hour and we’re going to talk about anything. Everything is on the table, and we’ll bring some topics, too. It is completely open book, we could talk about anything, and people can ask any hard question. Not everyone shows up, because people have a lot going on. But it just creates this sense for people that they’ve got access to anything that’s going on in the company strategically. It’s a really helpful thing."
Monday, January 24, 2011
Proposed Budget in Texas Nearly Zeros Out Key State Library Funds; Library Journal, 1/21/11
Michael Kelley, Library Journal; Proposed Budget in Texas Nearly Zeros Out Key State Library Funds:
""A wholesale slaughter"
The proposed budget would eliminate:
• direct aid grants to public libraries statewide by reducing the Loan Star Libraries program's funding from $16.2 million in FY10/11 to $100,000 in FY12/13;
• all state funding for TexShare, a collaboration established in the early 1980s among public and academic libraries administered by the Texas State Library and Archives Commission that provides access at a reduced price to online resources, from $9.5 million to $600,000. This also would eliminate the K-12 database program for Texas public schools and their libraries...
The proposal would also eliminate the state law library and put at risk about $8 million in Institute of Museum and Library Services funds, which are the sole funding source for the state's regional library systems and interlibrary loan (ILL), because Texas would fall below the "maintenance of effort" threshold that is a requirement for the federal money.
"It's a wholesale slaughter," Peggy Rudd, the state librarian, told LJ. "I've worked in three states, and I have never seen a starting point like this for budget negotiations."
""A wholesale slaughter"
The proposed budget would eliminate:
• direct aid grants to public libraries statewide by reducing the Loan Star Libraries program's funding from $16.2 million in FY10/11 to $100,000 in FY12/13;
• all state funding for TexShare, a collaboration established in the early 1980s among public and academic libraries administered by the Texas State Library and Archives Commission that provides access at a reduced price to online resources, from $9.5 million to $600,000. This also would eliminate the K-12 database program for Texas public schools and their libraries...
The proposal would also eliminate the state law library and put at risk about $8 million in Institute of Museum and Library Services funds, which are the sole funding source for the state's regional library systems and interlibrary loan (ILL), because Texas would fall below the "maintenance of effort" threshold that is a requirement for the federal money.
"It's a wholesale slaughter," Peggy Rudd, the state librarian, told LJ. "I've worked in three states, and I have never seen a starting point like this for budget negotiations."
Sunday, January 23, 2011
Digital Divide Propels Barnes & Noble Past Rival; NPR, 1/6/11
NPR; Digital Divide Propels Barnes & Noble Past Rival:
"While Barnes & Noble was developing the Nook, Borders was already having financial problems, leaving it ill-prepared to make the investments needed to meet the challenges of the digital age.
Michael Norris, an analyst with Simba Information, says some of Borders' problems can be traced back to its leadership.
"They've actually been through quite a few executives over just a short number of years, and every time there's been an executive change, it basically slows the company down," he said. "And it just hasn't been as nimble or agile as it should have been."...
"There's always a possibility of a resurrection here, but at this point, it looks like Borders is probably the Tower Records of books," he said."
"While Barnes & Noble was developing the Nook, Borders was already having financial problems, leaving it ill-prepared to make the investments needed to meet the challenges of the digital age.
Michael Norris, an analyst with Simba Information, says some of Borders' problems can be traced back to its leadership.
"They've actually been through quite a few executives over just a short number of years, and every time there's been an executive change, it basically slows the company down," he said. "And it just hasn't been as nimble or agile as it should have been."...
"There's always a possibility of a resurrection here, but at this point, it looks like Borders is probably the Tower Records of books," he said."
Saturday, January 22, 2011
Managing and Motivating Employees in Their Twenties; Harvard Business Review, 1/19/11
Michael Fertik, Harvard Business Review; Managing and Motivating Employees in Their Twenties:
"The best managers of younger employees are people who would otherwise love teaching for a living. They prize helping others grow and tend to overexplain their reasoning for decisions. Rather than assuming that twenty-somethings possess enough experience or perspective to read between the lines of their choices, these managers take an extra few minutes to lay out pros and cons and diagram their rationale. Three short minutes of explanation usually make excellent junior employees excited, since they feel the immediate benefits of gaining insight into decision-making processes. It also makes them better at working for you and your company, because it teaches them how you think."
"The best managers of younger employees are people who would otherwise love teaching for a living. They prize helping others grow and tend to overexplain their reasoning for decisions. Rather than assuming that twenty-somethings possess enough experience or perspective to read between the lines of their choices, these managers take an extra few minutes to lay out pros and cons and diagram their rationale. Three short minutes of explanation usually make excellent junior employees excited, since they feel the immediate benefits of gaining insight into decision-making processes. It also makes them better at working for you and your company, because it teaches them how you think."
Book weeding, changes stir debate at Central Library; BuffaloNews.com, 1/21/11
Mark Sommer, BuffaloNews.com; Book weeding, changes stir debate at Central Library:
"Other librarian concerns, Galvin said, include:
• Librarians are being moved out of their area of expertise without consultation.
• Librarians fear being driven into “irrelevance” to save costs.
• Centralizing collection development responsibilities will diminish a primary librarian responsibility.
• Librarians have not been consulted on management changes. They say consultation, though not contractually required, could improve morale."
"Other librarian concerns, Galvin said, include:
• Librarians are being moved out of their area of expertise without consultation.
• Librarians fear being driven into “irrelevance” to save costs.
• Centralizing collection development responsibilities will diminish a primary librarian responsibility.
• Librarians have not been consulted on management changes. They say consultation, though not contractually required, could improve morale."
Friday, January 21, 2011
Amy Chua Is a Wimp; New York Times, 1/18/11
David Brooks, New York Times; Amy Chua Is a Wimp:
"Researchers at the Massachusetts Institute of Technology and Carnegie Mellon have found that groups have a high collective intelligence when members of a group are good at reading each others’ emotions — when they take turns speaking, when the inputs from each member are managed fluidly, when they detect each others’ inclinations and strengths.
Participating in a well-functioning group is really hard. It requires the ability to trust people outside your kinship circle, read intonations and moods, understand how the psychological pieces each person brings to the room can and cannot fit together.
This skill set is not taught formally, but it is imparted through arduous experiences. These are exactly the kinds of difficult experiences Chua shelters her children from by making them rush home to hit the homework table.
Chua would do better to see the classroom as a cognitive break from the truly arduous tests of childhood. Where do they learn how to manage people?"
"Researchers at the Massachusetts Institute of Technology and Carnegie Mellon have found that groups have a high collective intelligence when members of a group are good at reading each others’ emotions — when they take turns speaking, when the inputs from each member are managed fluidly, when they detect each others’ inclinations and strengths.
Participating in a well-functioning group is really hard. It requires the ability to trust people outside your kinship circle, read intonations and moods, understand how the psychological pieces each person brings to the room can and cannot fit together.
This skill set is not taught formally, but it is imparted through arduous experiences. These are exactly the kinds of difficult experiences Chua shelters her children from by making them rush home to hit the homework table.
Chua would do better to see the classroom as a cognitive break from the truly arduous tests of childhood. Where do they learn how to manage people?"
Tuesday, January 18, 2011
[Podcast] Steve Jobs Takes 2nd Medical Absence In 2 Years; NPR's Morning Edition, 1/18/11
[Podcast] Jim Zarroli, NPR's Morning Edition; Steve Jobs Takes 2nd Medical Absence In 2 Years:
"Apple announced Monday that CEO Steve Jobs is taking another medical leave of absence. Jobs said he'll continue to be involved with major strategic decisions. Day-to-day running of the company will be left to Chief Operating Officer Tim Cook, a longtime Apple executive."
"Apple announced Monday that CEO Steve Jobs is taking another medical leave of absence. Jobs said he'll continue to be involved with major strategic decisions. Day-to-day running of the company will be left to Chief Operating Officer Tim Cook, a longtime Apple executive."
Subscribe to:
Posts (Atom)