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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
In 2007, I was selected along with 9 other librarians to receive training in the discipline of
executive coaching (not sports coaching—personal/executive coaching.)
This was a grant-funded program of the now-defunct Central Jersey Regional Library Cooperative
and the ultimate goal was to help increase the general effectiveness of librarians by training a
small cadre in the principles of coaching.
We would then turn around and offer pro bono coaching sessions to our peers and colleagues. I
received my coaching training over a period of six months in 2008 from Sandy Newman, Past
president of the NJ Professional Coaches Association, and have been offering coaching, both
formally and informally, to librarians ever since.
Why am I telling you this? Because I think of my time here with you today as a sort of extension of
that investment that was made in me because much of what I have to share has been shape by what
I learned in my coaching training, as well as what I’ve learned by doing coaching and receiving
coaching. [slide – how to be effective]
This morning I’m going to be talking about effectiveness. What it means to be effective, and how
we – whether as individuals or as organizations – can increasingly make choices that enrich our
lives, and enrich the lives of others.
How we can make choices that build on our strengths and position us for continued success.
[slide-stimulus/response]
-Viktor E. Frankl, a holocaust survivor and respected neurologist/psychiatrist said,
“Between stimulus and response there is a space. In that space is our power to choose our
response. In our response lies our growth and our freedom.”
To me, the answer to the question of how to be effective is to be found in that space.
And to me, a library conference IS that space. It’s a chance for us get some distance from our
everyday habits and routines, and come together, to reflect, to share, and to open ourselves up to
new ideas and new ways of seeing. My goal today as we discuss effectiveness is to help you hang
out in that space and have a shift in perspective.
One of the most effective ways to help achieve a shift in perspective is to ask a provocative
question. So I’d like to shift our perspective a little bit and create some context by asking you a
question:
[slide: why are we here today]
It’s a seemingly simple question -- and one I try to remember to ask and answer for myself every
day. Take a moment, and think about the question. Why are we here today at the Indiana Library
Federation Conference?
Why are YOU here? [RUN THROUGH ALL SLIDES until “ Joe Blow” slide]
So I will ask again: Why are we here today? Because:
• Life is short
• Our time together is precious
• I want to use my time here to make a difference
• I want to be awake and fully present
• Enrich my life and the lives of those around me.
• And like you, I choose to do that through library service.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
Thank you for your indulgence as we took some time to set a little context—to place a frame our
conversation for the next hour. [click to “what is effectiveness”]
For the purposes of our discussion today, let’s just take a moment to define effectiveness. I
propose that our working definition is [click to “Kennedy” slide]
“Effectiveness is the ability to bring about the results you desire”
OK, so how exactly does one do this—How does one bring about desired results? Are there
specific choices or strategies we can use? The answer is yes.
And I’d like to break this down into two categories:
1. One: There are time-tested, and timeless strategies you can use to increase your
effectiveness. They work because there are elements of human experience that remain
fairly consistent across time, geography, and culture.
2. Two: There are strategies that can make you more effective that are more specific to the
relatively recent and historic shift in the exponential pace of change in the world.
Let’s start there. Let’s talk a bit about change [slide—change]
I think one of the first things we have to acknowledge is that there has been a fundamental shift in
reality due to the rapid pace of change. There has never been a time in human history where
there has been so much disruptive change in so short a time— and in fact the pace of change
continues to accelerate.
Why is this important? Because, in a nutshell, it is increasingly true that “What got us here won’t
get us there.” Reality is fundamentally changing, and that requires some fundamental changes in
the choices we need to make to be effective..
Let’s look a little bit more at what’s happening with the pace of change. [slide – Pace of Change]
Here is a chart that illustrates the pace of change– specifically change brought about by disruptive
technologies. What we see is that the amount of time between disruptive technologies and the
major shifts that they bring about has continually compacted.
It means that for millions of years, hundreds of thousands of years, tens of thousands of years,
generation after generation of human basically lived the same lives with very little variation. But
those periods of time where experience remains stable has gotten smaller and smaller.
Think about how much your own life has changed since you were a kid. Or since you entered the
profession. Or since you started using an iPhone or Facebook. We tend to take these changes for
granted.
Let’s look quickly at a few key indicators. [slide: key trends-overview]
(Run through them and then also note)
In addition, according a March 2012: Pew report,
•
Smartphone owners are now more prevalent within the overall population than owners of
more basic mobile phones.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
•
Tablet and ereader ownership more than doubled over the holiday season last year and
could well do the same this year.
Things that have been novel, are now becoming part of the infrastructure at a dizzy pace.
As these new, cutting edge technologies shift from being “nice-to-haves” to “need to haves” we
need to be ready to make new choices in service delivery to meet the rapidly shifting expectations
of our users.
In October 2008, the comedian Louis CK was on the Conan O’Brien Show and he shared some
observations about the pace of change and how our expectations rapidly shift in light of new
technologies. Lets watch. [slide: Louis CK Video] (http://vimeo.com/14975413 OR
http://www.dailymotion.com/video/x8m5d0_everything-is-amazing-and-nobodyi_fun#.UKVXnGcxgrw)
Funny right, but he captures something there, about how customers’ expectations shift very
quickly when they are exposed to new technologies.
You know, back when we started QandANJ.org (NJ’s virtual reference service) in late 2001 I started
doing quarterly lectures for the Rutgers library school students and I would ask them, “how many
of you have been on the internet in the last 24 hours.” In 2001-2002 I’d see 10-25% of hands go up.
But each year, I’d see more and more hands go up. And by 2008 I’d inevitably see 100% So let’s
try it now:
•
•
•
•
How many of you have been on the internet w/in the last 24 hours?
How many of you are on it right now?
How many of you have texted w/I the last 24 hours?
Been on a social network? In a few years, how many hands will we see?
So the fact is, that technology doesn’t just expand what’s possible, it shifts our expectations and the
expectations of our customers.
Which means we have to be continually evaluating the choices we’ve made, assessing what’s
working, what’s not, and making new choices to meet the rapidly changing needs of our
customers.
We need to build that continual assessment into our weekly or monthly workflows.
OK, let’s talk just a little bit more about the pace of change. [slide: Exponential pace of change]
Looking back at the chart: What we see is that for long periods of time, things remained the same.
Then a disruptive technology was introduced which had a major ramifications and led to major
changes in the day-to-day lives of humans. And then for another long period of time nothing
happened. [slide: Unfreeze, change refreeze model]
In Change Management, this was referred to as the Unfreeze, Change, Re-freeze model – (Kurt
Lewin, 1947)
Up until recently, this was an accepted model of how change happens in society and organizations:
This model suggests that:
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
•
Our structures, our organizations, and therefore our experiences remain fairly stable (or
frozen) for long periods of time.
•
This also means that our strategies and choices continue to be effective as the world
remains fundamentally the same
•
Then fundamental change occurs due to some disruptive technology,, and for a period of
time, things unfreeze and change.
•
We all get used to the change, it’s ramifications play out, and we settle into the new
normal. We refreeze.
This model made sense in 1947 and was highly valid when applied historically, but over the last
100 years, the periods between each change have continually gotten smaller and smaller, to the
point where we no longer get to the refreeze point.
With regard to change we are now more in a state of continual fluidity.
It starts to feel like this… [slide: Mad Men]
This image captures that feeling of everything changing at once. Sing: “Something is happening
but you don’t know what it is…do you Mr. Jones?” (coincidence that Dylan’s Ballad of a Thin
Man was released in 1965?)
Back in 1996, Peter Vaill, a Professor of Mgmt at Antioch Univ. observed this phenomena and
suggested a new model for understanding the pace of change. [slide: Permanent Whitewater]
I think we are now in a state of Permanent “Permanent Whitewater.”
Whitewater suggests a number of things:
1. It suggests a fast-pace
2. It suggests that the situation changes by the second
3. It suggests that we need to vigilant, aware and responsive moment by moment
4. It also suggests that we can have a general sense of shape of the river—the direction of
current—4. Maybe know where the really big rocks are. We can’t control the ride, but we
can influence it.
So, what can we do to be effective in this new reality? [slide: Flatten the org]
We need to flatten the hierarchy of our organizational structures, and distribute power and
decision-making downward. Why? Simple: Because flatter organizations – organizations with less
hierarchy and bureaucracy– have characteristics which better position them to succeed in a
climate of rapid change.
What are the characteristics of a flattened org?
•
•
•
•
•
Agile
Flexible
Adaptable
Innovative
Responsive
[slide: Valve]
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
Valve is an extreme example of a flattened organization… Like runway fashion—it’s a bit extreme
for us, but we can take some inspiration from their far out model. (see:
http://newcdn.flamehaus.com/Valve_Handbook_LowRes.pdf)
[slide: Flatten the org2]
[Review the rest…]
•
•
•
•
•
•
Strong shared Vision
Less Hierarchy
Bias for action
Bias for risk-taking
Employee empowerment to act
Encourage Emergent Leadership
One key to successfully flattening an organization is to have a strong clear vision.
[slide: Power of a strong vision]
When your org has a strong vision, it becomes easy to extend creative control to employees to
make decisions on the fly because they know the direction—they know the goal.
Nordstrom is a great example of a company with a strong clear vision, and a company that
absolutely empowers its employees to use their good judgment in all situations. (I know, I used to
work there.) Here’s my favorite story about employee empowerment: When asked how you
empower employees, Bruce Nordstrom, paused and responded, “You give them power”
[Riff some more on Nordstrom: Employee manual; no training, total empowerment.]
Zappos operates the same way. Any Zappos fans? What’s your experience like with them? Right,
so you can see the results of this kind of empowerment.
(mention that Zappos employees helped build the culture based on shared values.)
So if you are a Director or a Dept Head or have some other positional authority, I say to you: Shine
up that vision, and trust your employees to exercise their good judgment in service of the Vision.
If you do not have positional power in your organization I encourage you to become what Peter
Northouse calls and “Emergent Leader”
[slide: Emergent Leader]
Emergent Leaders: (Peter Northouse)
•
•
•
•
•
No formal authority
Motivate others
Initiate new ideas
Seek others’ opinions
Are passionate and involved
[slide: Emergent Leader quote]
This is a quote from Lindsey, who was Development Director at PPL, and I think a great example of
an Emergent Leader.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
She brought great value to the organization by “working outside of her title”, offering her
perspective, intelligence and energy on multiple projects and initiatives that were not in her “job
description”, much to the benefit of the library.
Emergent Leaders may not have positional power, but all of us always have influence.
Anyone, at any time, regardless of where we fall on the organizational chart can identify what we
are wanting and get into action to start influencing and moving things in the direction we desire.
OK, we’ve discussed some strategies and choices that are specifically tailored for our changing
times. Let’s look at some more universal and timeless strategies.
[slide – Creative Resourceful and Whole]
One of the key concepts in coaching—a working assumption really, is that the coachee is Creative,
Resourceful, and Whole. Now all of us are resourceful, but it’s also true that day to day, and
moment by moment we move between greater and lesser states of resourcefulness.
But there are a number of things we can do that will correlate with greater levels of
resourcefulness, and one of the key aims of coaching is to help us choose thoughts and our
behaviors that will put them in a state of increased resourcefulness.
I’m sure each of you can reflect on your own experiences and see that there are times when you
have been more resourceful or creative, or able to solve or mitigate problems, or innovate new
solutions—and there have been times when you’ve been stuck, unable to see a path forward.
Those times when we’re stuck kind of feel like this:
http://www.youtube.com/watch?v=oRBchZLkQR0
[slide – Broken Escalator]
[comment on how when others are stuck, the way forward can be very clear to us…]
[slide – Increasing States of Resourcefulness]
We can’t avoid getting stuck now and then, but we can learn how to get unstuck relatively quickly.
[slide – Power of Questions]
One of the most effective ways to shift perspective and open our field of vision is to regularly ask
ourselves provocative questions. Questions are wonderful tools for focusing our attention, and our
energy—our choices and actions—follow our attention.
So it’s useful to know how to refocus attention. I believe that “time management” is really about
energy management, which is really about attention management.
Questions help us clarify what we want, explore strategies and potential resources, assess what’s
working and what isn’t, and help get us unstuck by looking at the same data or situations in new
and different ways.
There are hundreds of provocative questions, I’m sharing just a small sample of key questions that,
when used, consistently help generate good results.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
You’ll notice I’ve highlighted the last two in particular which are KEY. These are the questions that
lead to action and result in forward motion and continual growth and learning.
Because at the end of the day, no matter how resourceful you are, no matter how many ideas you
generate, the only way to be effective is to actually take action. [slide – Model for action]
TAKE ACTION
This is a pretty basic, but extremely useful model for effective action.
Step one is simply to get clear about what you want. It’s worth spending time exploring this
question because often times we are only operating on the surface and when we dig a little
deeper we discover that what we thought we wanted was in fact just a strategy – a possibly not a
good one – for getting what we really want.
Here’s a simple example: [give example of customer who wanted phonebook for Whitefish,
Montana]. [Talk about ebooks/Douglas county library].
Moving on to the next steps…
The next steps involve:
2. Reflecting on what you’ve already tried;
3. Assessing whether those choices moved you in the right direction
4. Generating options for next steps,
5. Make a commitment to take action.
This is a simple, but highly effective model for action. It works extremely well, especially when
we throw in one last piece, Accountability. [slide – Accountability]
Accountability simply means telling a 3rd party – a coach, a friend, a colleague or mentor—about
what action you are committing to, and having them follow up with you to ask if you did it.
The accountability piece is, in and of itself, very powerful and I highly encourage everyone to try it.
Having someone follow up and ask you, “what did you do you do”, keeps you moving forward with
your own agenda, and helps you remain in action, and focused on your goals in a way that you are
also learning from each choice.
[slide – Human Beings, a manual]
At this point, I’d like to pause and share two working assumptions. ONE, that everyone I’m
speaking with today is human.
Show of hands, anyone not human? Cyborg? Cylon? Alien race infiltrating us to steal our
advanced library science knowledge?
Ok, mostly humans. And as a human, you need to take care of yourself so that you be able to see
and think clearly, and have energy to “DO STUFF.”
And the second working assumption I’d like to share is my assumption that as you move through
the world trying to make a difference and have an impact, you will at times need to rely on the
understanding, cooperation, and energy of others.
It is therefore helpful to have a basic understanding of the variety of personality styles,
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
communication styles, and some basic understanding of human motivation. But let’s start by
discussing Self-Care. [slide –Extreme Self Care]
When we are healthy in body and mind, we are inevitably, happier, more creative, more
energized, and hence more effective. There are many things you can do to promote your own
health and vitality, I’m going to hit on a few big ones. [slide –Cleaning up Tolerations]
To both maximize our resourcefulness and ensure that we have energy for action, it is imperative
that we learn to practice self-care of both the body and the mind.
The Body and mind are irrevocably intertwined—they are a system, so taking care of one
generally helps take care of the other, and increases your available energy level.
One sure-fire way you can free up energy is to do the simple exercise of “cleaning up tolerations.”
In short, you sit down and make a list of the many small things in your life that are sucking little bits
of energy—they’re small enough that you’ve tolerated them, but big enough that collectively they
sap your energy.
Then go through this list and identify 3 tolerations that you will eliminate in one week. Maybe it’s
making that doctor’s appointment, or doing a small repair, or buying an extra pack of socks, or
cleaning out the yard.
Whatever your tolerations, (whether at work or home), identify 3 and commit to eliminating them.
When you eliminate it, immediately notice and record how you feel. Do this for four weeks and
you’ll find that you’ve reclaimed a lot of energy.
[slide –eat well]
1. Eat Well and often. I’m not going to preach, but if you’re not eating a healthy balance diet
it’s like you’re coming up to bat with 1 strike on you. Research shows that breakfast is
super important.
Roy Baumeister, in his book, “Willpower: Rediscovering the Greatest Human Strength”
reports on a studies that show that the children who got breakfast learned more and
misbehaved less (as judged by monitors who didn't know which children had eaten).
And it is better to nibble on small snacks between meals (especially protein like nuts,
cheese), then to go long periods without food.
[slide –exercise]
2. Exercise: Again, no preaching. There are reams of data that extol the benefits of exercise.
The good news is you don’t need to be a gym rat to reap the benefits.
Gretchen Reynolds, who has written on science, health and fitness for 20 years report in
her new book that, “The first 20 minutes of moving around provide most of the health
benefits.”
Take the stairs a little more often, park far away from the entrance, take a walk. Use that
pedometer! You will find yourself with more mental, as well as physical energy.
[slide –power of posture]
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
3. Power of Posture: Body language affects how others see us, but it may also change how
we see ourselves.
Social psychologist Amy Cuddy shows how “power posing” -- standing in a posture of
confidence, even when we don’t feel confident -- can affect testosterone and cortisol levels
in the brain, and impacts our chances for success. “Her research also reveals that we can
change other people’s perceptions — and even our own body chemistry — simply by
changing body positions.”
I highly recommend her TED Talk (see also research at:
http://www.people.hbs.edu/acuddy/in%20press,%20carney,%20cuddy,%20&%20yap,%
20psych%20science.pdf
[slide –sleep]
4.
Sleep: There is so much data on the value of sleep the benefits of napping.
For instance, a 2007 study led by researchers at Beth Israel Deaconess Medical Center and
Brigham and Women's Hospital found that “relational memory -- the ability to make logical
"big picture" inferences from disparate pieces of information -- is dependent on taking a
break from studies and learning, and even more important, getting a good night's sleep.”
James B. Maas, a Cornell University sleep expert, says napping “should have the status of
daily exercise.”
Can we get some nap rooms in the house??
[slide – take breaks]
5. Take Breaks: Again, research shows that even a short 10 minute break away from our
desks can rejuvenate us and lead to better engagement and creative problem-solving.
A 2010 study at the University of California “found that when rats have a new experience,
like exploring an unfamiliar area, their brains show new patterns of activity. But only when
the rats take a break from their exploration do they process those patterns in a way that
seems to create a persistent memory of the experience. The researchers suspect that the
findings also apply to how humans learn.”
There’s also a good deal of research and history that shows that creativity an innovative
thinking happen when we step away from work and take a short break.
This happens for many people too in the shower, so ah, take showers.
OK, so that’s the 411 on basic self-care. I want to turn now to the benefit of having a basic
understanding of the variety of personality styles, communication styles, and some basic
understanding of human motivation.
This basic understanding of self and others is called Emotional Intelligence, often abbreviated EQ
[slide EQ]
Here’s a basic working definition of Emotional Intelligence (EQ)
•
•
Self-Knowledge
Regulate emotions
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
•
•
Know others:
Adapt to others (choose your responses as appropriate to the situation; don’t overuse your
style)
[slide – know thyself]
In my own life and work I have found learning a variety of personality assessments including
Myers-Briggs, DISC, Enneagram, and Strengthfinders, to extremely helpful in my efforts to be
effective. Two books I highly recommend are:
[slide – 9 ways/type talk books]
Learning about personality styles will help you become aware of unconscious biases and blind
spots, your preferred communication style, your preferred decision making Style, and your
preference for dealing with conflict.
I’ve found it very useful to learn a number of different personality style models.
They are like maps—they each describe the same terrain, but they each reveal different aspects.
(i.e. there are highway maps, elevation maps, satellite maps.—they all cover the same ground,
but they’ll each reveal different, and useful pieces of information depending on your need or the
situation — and taken together as a whole, they present a fuller more accurate picture of
reality.
[slide – know others]
Just as importantly, when you learn the preferences and inclinations of other types, it will help you
be more effective in working and communicating with others.
For instance, you may learn that your preference is for lots of detail, and a slow deliberate
decision-making process, but your boss might value moving quickly and have a preference for
getting to the bottom line.
This knowledge can help you tailor your approach.
The key lesson here is to adhere to the Platinum Rule:
[slide – Platinum rule]
“Treat others the way they want to be treated”
If studying personality types helps us be more effective through a better understanding of our
differences, there is also much to be gained by learning more about the ways in which we are
all the same.
[slide – Understanding Motivation]
Regardless of personality types, as humans we all tend to share some interesting, and not always
intuitive, traits.
Here are a few books I highly recommend that will help you understand how we make decisions,
how we can grow and communicate ideas, how we can effectively manage change, and how we
can motivate ourselves and others.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
[Review books titles and authors.]
Another area of common ground, regardless of our personality style, is the way humans –
regardless of personality, age, or culture -- tend to engage.
[slide – Engagement]
ENGAGEMENT
The Principles of Engagement is one of the most fascinating and useful concepts that I’ve come
across.
In a talk that Jesse James Garrett did at UX Week 2009 (http://vimeo.com/6952223) (a user
experience conference), he suggested that people can be engaged in four primary ways: [slide –
Second Engagement slide]
Through:
1. Perception (senses)
2. Action (body)
3. Cognition (mind)
4. Emotion (heart)
Why is this important? Because an understanding of the principles of engagement can be used to
attract attention, grow support, influence behavior, and build loyalty.
Here’s an example of how an understanding of the principles of engagement can be used.
(http://www.youtube.com/watch?v=2lXh2n0aPyw)
[slide – Fun theory]
[slide – Engagement]
So you see how that’s done? So think about your libraries – your physical spaces, your website,
your programs--- and think about them with these principles in mind. I guarantee that you will see
things that you can do to better engage your users.
To wrap up:
We’ve reviewed a number of strategies and mental models that have a proven track record in
helping us:
1. Move to into greater states of resourcefulness
2. Deal with the new realities coming at us every day due of the exponential pace of change.
3. Most importantly—GET INTO ACTION.
But none of these ideas are worth anything unless you try them. So try them. Play with these ideas.
Decide what you want, commit to action steps, and find a friend, family member, or colleague to
ask you once a week, “So what did you do?” and “Did it move you in the right direction?” and
“What will you do next.”
This is simple but transformative.
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FrameChanges: How to Be Effective.
Keynote at Indiana Library Federation, Nov 14, 2012
I’d like to close on this note: Remember, that we are not alone… We are lucky to work in a
profession with an astounding number of smart, energized, creative and extremely GENEROUS
people.
And lucky again that we live in a time when it has never been easier to share information, to
network with each other, to collaborate, converse, and create with each other.
Indeed, I truly believe that there has never been a more exciting, challenging, and rewarding
time to be working in the field of librarianship.
The work you we are doing is important.
It is important, and at the risk of sounding old-fashioned it is noble.
Please, don’t forget that. Remembering it every day will give you the energy to do great things.
Thank you.
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