Give Workers the Power to Choose: Cave or Commons; Harvard Business Review, 3/27/13

Leigh Thompson, Harvard Business Review; Give Workers the Power to Choose: Cave or Commons: "Ideally, every organization should allow some flexibility on the where-and-when-to-work question — if not for any other reason than to optimize performance across the diverse set of challenges that teams face. If organizations don't take proactive steps, people manufacture their own caves — whether by working from home, putting on earphones to tune out the drivel, or simply slipping out to the local WiFi café. The same is true for commons — there is a human need for people to gather around the water cooler and so, making the workplace inviting in different ways can build community. The challenge for leaders is in achieving the right balance through informal influence and modeling, and formal policy moves."

Life Lessons in Library Leadership; Library Journal, 3/25/13

Richard M. Dougherty, Library Journal; Life Lessons in Library Leadership: "Library leaders at all levels are, and will be, in great demand in the coming days and years. Our profession is caught in the societal turbulence that grips us all. Budgets are tight, debts are huge, and technology is forcing change in all facets of society. These challenges will demand energetic and wise leadership if our profession is to prosper. What qualities will best enable our leaders to lead successfully for themselves, their libraries, and the profession?"

How To Become a 21st Century Librarian; Library Journal, 3/20/13

Meredith Schwartz, Library Journal; How To Become a 21st Century Librarian: "Before deciding librarianship is right for you, make sure you understand what today’s librarians do all day. If you want quiet and lots of time to read, think again. Today’s libraries are full of collegial, and sometimes even downright noisy, collaboration, creation, and community activities, and are as much about technology as print on paper. Modern librarians need to be comfortable and conversant with technology, be willing and able to speak in public, and possess people skills and a commitment to lifelong learning, as the profession and the expertise necessary for success are constantly changing. (For example, this article, one of LJ’s most perennially popular, has been revised three times and changed significantly in less than a decade.) A good place to start is at the source: talk to working librarians in different types of libraries to find out why they entered the profession, whether their initial perceptions match the reality of library work, and what they do—and enjoy doing—in their jobs. Our impulse to share information extends to sharing information on the profession itself. Another great resource is the book So You Want to Be A Librarian. Recently “unglued” by ebook startup unglue.it which uses crowdfunding to apply Creative Commons licenses to existing works, the ebook is available to download for free."

How Offices Become Complaint Departments; New York Times, 2/23/13

Phyllis Korkki, New York Times; How Offices Become Complaint Departments: "The work settings with the highest morale and the greatest collegiality are those in which “people can feel free to respectfully complain,” says Robin Kowalski, a psychology professor at Clemson University in South Carolina. When people air their complaints, they can receive validation that a problem is real, and move closer to a solution. Professor Kowalski began studying complaints after searching for a research specialty and bemoaning to an academic colleague that all the best psychology topics were taken. He said jokingly: “You’re so good at complaining — maybe that’s what you should investigate.” She found that surprisingly little research had been done on behavior that is universal. Professor Kowalski defines complaining as “an expression of dissatisfaction, whether you feel dissatisfied or not” — and that is part of what makes the topic so complex. Complaining can help break the ice and strengthen bonds with others. (“Can you believe they expect us to finish that report by tomorrow?”)."

12 Bloopers to Avoid in Job Interviews; Chronicle of Higher Education, 2/25/13

Robert J. Sternberg, Chronicle of Higher Education; 12 Bloopers to Avoid in Job Interviews: "In the course of my academic career, I've been interviewed for junior and senior faculty positions as well as for administrative posts like the provostship I now hold. I have also been on more search committees than I care to count. Over time, I've observed (at least) a dozen bloopers to avoid at all costs in job interviews. 1. Good question, but now let me answer the question I wish you had asked. When you receive media training, you learn a technique called "bridging." The idea is that, in an interview with a reporter, you briefly (perhaps super-briefly) answer the question that was asked and then bridge to the point you really want to make. In that way, you appear to have heard and paid attention to the journalist's question but get the opportunity to say what you really want to say. However useful that technique is in media interviews, it is a dud in job interviews. Chances are the interviewers are asking the same question of every candidate: If you do not answer it properly, the questioner will assume that you either can't answer it or, just as bad, don't want to. The interviewer no doubt thought the question was a good one, and he or she is unlikely to think more of you for not answering it."

Top 25 Oddball Interview Questions for 2013; Glassdoor via IT Business Edge

Glassdoor via IT Business Edge; Top 25 Oddball Interview Questions for 2013: "Not sure what to expect in an interview? Be prepared - for anything. Glassdoor has combed tens of thousands of interview questions shared by job candidates over the past year to compile its list of the Top 25 Oddball Interview Questions for 2013."

How Will 2 Magazine Titans Merge? Carefully; New York Times, 2/25/13

Christine Haughney, New York Times; How Will 2 Magazine Titans Merge? Carefully: "When Jack Griffin, the former president of the magazine company Meredith, took the reins at Time Inc., he threw a holiday party for his staff on the 34th floor of the Time & Life Building. For many employees at the famously hierarchal company, their first visit to the rambling executive suites that inspired the sets of “Mad Men” became known as “The Miracle on 34th.” Mr. Griffin lasted just six months at Time before he was asked to leave by Jeffrey L. Bewkes, the chief executive of its parent company, Time Warner, who publicly rebuked Mr. Griffin, saying that his “leadership style and approach did not mesh with Time Inc. and Time Warner.” As bankers and media executives hammer out the details of creating a new publicly traded company to house the magazine titles of the Meredith Corporation and the lifestyle titles of Time Inc., employees at both companies have been wondering how executives will take on the harder task of merging two very different corporate cultures."

Yahoo CEO Marissa Mayer Demands Telecommuters Report To The Office; HuffingtonPost.com, 2/23/13

HuffingtonPost.com; Yahoo CEO Marissa Mayer Demands Telecommuters Report To The Office: "Marissa Mayer, the relatively new CEO of Yahoo, has decided she wants her employees showing up to the offices beginning in June, not just telecommuting from home all the time, according to All Things D’s Kara Swisher.... Swisher also reports, perhaps unsurprisingly, “strong” anger among those affected by the policy, many of whom joined the company in part because of the flexibility that Yahoo previously provided. But don’t just assume that telecommuting, or working remotely, or whatever you want to call it, comes from a place of laziness. A number of studies have proven quite the opposite..."

Feuds and betrayals underscore need for a manager pope to reform ‘ungovernable’ Vatican; Associated Press via Star, 2/21/13

Nicole Winfield, Associated Press via Star; Feuds and betrayals underscore need for a manager pope to reform ‘ungovernable’ Vatican: "Ordinary Catholics might not think that dysfunction in the Apostolic Palace has any effect on their lives, but it does: The Curia makes decisions on everything from church closings to marriage annulments to the disciplining of pedophile priests. Papal politics play into the prayers the faithful say at Mass since missal translations are decided by committee in Rome. Donations the faithful make each year for the pope are held by a Vatican bank whose lack of financial transparency fueled bitter internal debate. And so after 35 years under two “scholar” popes who paid scant attention to the internal governance of the Catholic Church, a chorus is growing that the next pontiff must have a solid track record managing a complicated bureaucracy. Cardinals who will vote in next month’s conclave are openly talking about the need for reform, particularly given the dysfunction exposed by the scandal. “It has to be attended to,” said Chicago Cardinal Francis George. With typical understatement, he called the leaks scandal “a novel event for us.” Cardinal Walter Kasper, a German who retired in 2010 as the head of the Vatican’s ecumenical office, said the Curia must adapt itself to the 21st century. “There needs to be more co-ordination between the offices, more collegiality and communication,” he told Corriere della Sera. “Often the right hand doesn’t know what the left hand is doing.”"

How to Give a Meaningful "Thank You"; Harvard Business Review, 2/20/13

Mark Goulston, Harvard Business Review; How to Give a Meaningful "Thank You" : "Whether it's your executive assistant, the workhorse on your team, or — they exist! — a boss who always goes the extra mile for you, the hardest working people in your life almost certainly don't hear "thank you" enough. Or when they do, it's a too-brief "Tks!" via email. So take action now. Give that person what I call a Power Thank You. This has three parts... If the person you're thanking looks shocked or even a little misty-eyed, don't be surprised. It just means that your gratitude has been a tad overdue."

A Look at “Profiles in Leadership”; Library Journal, 2/11/13

Ernie DiMattia, Library Journal; A Look at “Profiles in Leadership” : "Profiles in Leadership is one of the few books about leaders that have had a lasting value on my education in the field. Along with The Leadership Challenge by James Kouzes and Barry Posner, it has provided a valued lesson in comprehending the dimensions of the topic and the extent to which it impacts our societal development. Although there are many other such books to choose from, these two, in my mind, are above all the rest. The challenge for professionals is to find the best sources of motivation to improve and further develop their leadership skills, and to recognize that multiple traits can only enhance the ability of an individual to be a true leader."

Library Chairman: Renovation Budget Still A Work in Progress; New York Times, 2/8/13

Robin Pogrebin, New York Times; Library Chairman: Renovation Budget Still A Work in Progress: "The budget plan for the New York Public Library’s renovation project is preliminary and imprecise at this point, Neil L. Rudenstine, the library’s chairman, acknowledged in a letter last month to trustees that was obtained by The New York Times. The cost projections have been one focus of the debate over the project, with critics calling for more financial detail beyond the current estimate of $300 million."

Prison and Libraries: Public Service Inside and Out; Library Journal, 2/4/13

Stephen M. Lilienthal, Library Journal; Prison and Libraries: Public Service Inside and Out: "The Pew Center on the States’ 2011 report, “State of Recidivism: The Revolving Door of America’s Prisons,” notes that at least 95 percent of prisoners ultimately will be returning to their communities after incarceration. Policymakers are increasingly aware that “aggressive recidivism reduction is a smarter approach to curbing corrections costs and protecting public safety.” It cautions that besides a prison record, people returning from prison often have great needs stemming from poor education and lack of effective life skills. Stronger efforts by prison and public libraries to help prisoners and people returning from prison to their communities can help them start to narrow those gaps. Glennor Shirley, retired coordinator for Maryland’s prison libraries, hopes public libraries and prison administrations and their libraries will work in partnership more. More librarians share Shirley’s views. Rhode Island Department of Corrections librarian Loretta M. Cimini in a presentation last year to the Rhode Island Library Association expressed hope that public libraries will better serve one of the most “under the radar” groups—released inmates. Shirley declares, “Very few [public libraries] have proactively done outreach or programming in prisons. This is a lost opportunity to help inmates to reenter society successfully. Working in partnership, prison and public libraries can have a positive impact on prisoners, their families, and public safety and help to build stronger communities.”"

Bring Back Shushing Librarians; Salon.com, 1/30/13

Laura Miller, Salon.com; Bring Back Shushing Librarians: Library users plead for quiet places to read, write and study — but is anybody listening? : "A recent survey by the Pew Research Center, “Library Services in the Digital Age,” polled a nationally representative sample of 2,252 Americans about what they get, and want, from public libraries... “Quiet study spaces for adults and children” comes in fourth, and here is where the results go rogue. The percentage of people who consider quiet spaces to be a very important element in any public library is 76, only one percentage point less than the value given to computer and Internet access. A relatively silent place to read is almost exactly as valuable to these people as the Internet!... Granted, quiet isn’t a sexy or novel topic. Perhaps that’s why the handful of stories written about this survey — and the survey summary itself — ignore how highly the public rates quiet as a library service. Instead, the interpretation Pew promoted, and the angle taken up by Publishers Weekly and other trade publications, is that libraries have a marketing problem: The reason why patrons don’t rate libraries’ non-core activities and programs more highly is because they just don’t know about them. Maybe that’s true, and far be it from me to discourage any library from offering baby sitting or writing workshops or classes in estate planning — those are all boons to the community. But not at the expense of quiet. Does expanding the library’s mission demand that patrons surrender the peace they seek there? Couldn’t libraries do both? Apparently not, to judge by the input the Pew researchers got from an “online panel of library staffers.”"

Maybe Management Isn’t Your Style; New York Times, 2/2/13

Peggy Klaus, New York Times; Maybe Management Isn’t Your Style: "IF you asked all your friends, your family and — I regret to say — your co-workers to talk about their jobs, I think you’d conclude that there is no shortage of bad bosses in this world. Studies have shown that poor managers can cause good employees to leave and, ultimately, can seriously reduce productivity in a workplace. You can point to any number of reasons for this situation: insufficient training, poor communication, etc. But I say a bad boss is born each time someone goes into management without knowing whether he or she is truly suited to the role. When people are offered a managerial job, they may become intoxicated by the idea of more power and a bigger salary. Refusing such an offer can seem out of the question."

How Poor Leaders Become Good Leaders; Harvard Business Review, 2/4/13

Jack Zenger and Joseph Folkman, Harvard Business Review; How Poor Leaders Become Good Leaders: "In our previous blog, Bad Leaders Can Change Their Spots, we described a group of 71 leaders who were able to elevate their leadership effectiveness from the 23rd percentile to the 56th percentile — that is, from being poor leaders to good ones. While many readers were impressed that it could happen, many more were curious (and even doubtful) about how it could happen. Admittedly, not every leader can do this. But all 71 of these individuals (who represented three-quarters of the entire group of poor leaders in this study) did accomplish this seemingly Herculean shift. How? Using 360-degree feedback data over a 12- to 18-month period, we were able to track what, exactly, the leaders who'd made the most significant progress were doing. We found that practically all of them (more than 80%) significantly improved their ability to executive nine particular leadership skills."

Going from "Suck to Non-Suck" as a Public Speaker; Harvard Business Review, 2/1/13

Peter Sims, Harvard Business Review; Going from "Suck to Non-Suck" as a Public Speaker: "[Former New York Governor Mario Cuomo] graciously shared the story about how he started speaking publicly in law school and was a terrible speaker until he started 1) talking about things he believed in passionately, and 2) knew his material extremely well. I now routinely share that advice today, with one addition: know your audience."

Women Don't Need to "Lean In" More; Powerful Men Need to Reach Out; Harvard Business Review, 1/28/13

Avivah Wittenberg-Cox, Harvard Business Review; Women Don't Need to "Lean In" More; Powerful Men Need to Reach Out: "Sandberg does not serve other women well by pretending that companies are a meritocracy that just requires individual effort. She herself was sponsored and propelled, like almost every successful woman I have ever met, by a powerful man, in her case Larry Summers...In the meantime, the most gender balanced companies on the planet are mostly led by men, who thankfully seem to believe more in reaching out to women than Sandberg does. This is what smart women really need. Companies and leaders who believe in them and give them a seat at the table, even if they don't bang on it."

In Hiring, a Friend in Need Is a Prospect, Indeed; New York Times, 1/27/13

Nelson D. Schwartz, New York Times; In Hiring, a Friend in Need Is a Prospect, Indeed: "While whom you know has always counted in hiring, Ms. Parakh’s experience underscores a fundamental shift in the job market. Big companies like Ernst & Young are increasingly using their own workers to find new hires, saving time and money but lengthening the odds for job seekers without connections, especially among the long-term unemployed. The trend, experts say, has been amplified since the end of the recession by a tight job market and by employee networks on LinkedIn and Facebook, which can help employers find candidates more quickly and bypass reams of applications from job search sites like Monster.com."

Bad Leaders Can Change Their Spots; Harvard Business Review, 1/24/13

Jack Zenger and Joseph Folkman, Harvard Business Review; Bad Leaders Can Change Their Spots: "As with Governor Sununu, the flaws most commonly tripping up our at-risk leaders were related to failures in establishing interpersonal relationships. Far less frequent were fatal flaws involved in leading change initiatives, driving for results, and — we're happy to report — character. That might explain how they'd managed to get as far as they had. But past a certain point, individual ambition and results aren't enough. As they climb higher in an organization and the ability to motivate others becomes far more important, poor interpersonal skills, indifference to other people's development, and a belief that they no longer need to improve themselves come to haunt these less effective leaders the most...The exceptionally good news, our data show, is that far more often than not, those who take these issues seriously can succeed in shedding bad habits to become markedly better leaders. New spots, anyone?"

She’s (Rarely) the Boss; New York Times, 1/26/13

Nicholas Kristof, New York Times; She’s (Rarely) the Boss: "In America, only 17 percent of American Fortune 500 board seats are held by women, a mere 3 percent of board chairs are women — and women are barely represented in President Obama’s cabinet... So what gives? A provocative answer comes from Sheryl Sandberg, the chief operating officer of Facebook, who has written a smart book due out in March that attributes the gender gap, in part, to chauvinism and corporate obstacles — but also, in part, to women who don’t aggressively pursue opportunities... [W]e need more women in leadership positions for another reason: considerable evidence suggests that more diverse groups reach better decisions. Corporations should promote women not just out of fairness, but also because it helps them perform better. Lehman Brothers might still be around today if it were Lehman Brothers & Sisters."

Lincoln’s School of Management; New York Times, 1/26/13

Nancy F. Koehn, New York Times; Lincoln’s School of Management: "In this season of all things Lincoln — when Steven Spielberg is probably counting his Oscars already — executives, entrepreneurs and other business types might consider dusting off their history books and taking a close look at what might be called the Lincoln school of management. Even before “Lincoln” the movie came along, there was a certain cult of leadership surrounding the 16th president. C.E.O.'s and lesser business lights have long sought inspiration from his life and work. But today, as President Obama embarks on a new term and business leaders struggle to keep pace with a rapidly changing global economy, the lessons of Lincoln seem as fresh as ever. They demonstrate the importance of resilience, forbearance, emotional intelligence, thoughtful listening and the consideration of all sides of an argument. They also show the value of staying true to a larger mission. “Lincoln’s presidency is a big, well-lit classroom for business leaders seeking to build successful, enduring organizations,” Howard Schultz, chief executive of Starbucks, said in an e-mail."

[Corner Office] Interview with Victoria Ransom, chief executive of Wildfire; New York Times, 1/26/13

Adam Bryant, Corner Office, New York Times; Interview with Victoria Ransom, chief executive of Wildfire, a provider of social media marketing software: If Supervisors Respect the Values, So Will Everyone Else: "Q. Let’s shift to culture. Did you go through the process of codifying your values? A. We did, but pretty late in the game, actually. We tried early on in the company, when we had about 20 employees, to codify our values, but we didn’t get that far, because it felt forced. But as we got bigger, we were expecting a lot of our people — that they could somehow just come in as new hires and through osmosis figure out what our values were. Wouldn’t it be better if we just told them? The values are here already, but let’s make it clear what they are, particularly because you want the new people who are also hiring to really know the values. Another reason was that we had to fire a few people because they didn’t live up to the values. If we’re going to be doing that, it’s really important to be clear about what the values are. I think that some of the biggest ways we showed that we lived up to our values were when we made tough decisions about people, especially when it was a high performer who somehow really violated our values, and we took action. I think it made employees feel like, “Yeah, this company actually puts its money where its mouth is.” We also wanted to put in more of a formal procedure for reviews, and if we’re going to review people, let’s be clear about the criteria when we consider whether they are living up to the company culture."

New Statistics Available: IMLS Releases New “Public Library Report” (FY 2010); InfoDocket, 1/22/13

Gary Price, InfoDocket; New Statistics Available: IMLS Releases New “Public Library Report” (FY 2010) : "The complete report is available here along with separate links to state-by-state profiles, supplementary tables, and a fact sheet."

Pew Internet Releases New Report on Library Services (Plus Commentary); InfoDocket, 1/22/13

Gary Price, InfoDocket; Pew Internet Releases New Report on Library Services (Plus Commentary) : "In a new survey from the Pew Research Center’s Internet & American Life Project, One thing that’s clear is that users don’t know —and they know they don’t know—what libraries have on offer: only about a fifth said they know most or all of what services are available; and almost a third said they knew not much or nothing."