Leaders Keep Learning | Leading from the Library

Leadership | Continuing Education | Academic Librarianship

 

by Steven Bell
Mar 20, 2019 | Filed in Opinion

If leadership is mostly learned rather than an innate ability, then continuous learning is a vital contributor to leadership growth. “Never stop learning” is good advice, but it is one of those tasks that’s easier said than done.

This column is predicated on the idea that no library leader is fully formed, possessing all the skills required for success. Rather, the path to leadership is one of continuous learning. I routinely see library literature and social media posts about low library worker morale and toxic leaders, leading me to question how it is that our profession has so many awful leaders. We have an abundance of leadership development programs. Many academic institutions have internal management and leadership programs. There is no dearth of opportunities to develop and improve as a leader. Possible causes for this failure are many, from library leaders simply not giving a damn to a total absence of self-awareness. For those leaders who do care about staff morale and strive for a workplace where staff want to be, constant learning is a must. So allow me to share some ideas that I’ve recently come across for making a stronger commitment to learning to be a better leader.

WHO HAS TIME?

Who has time for continuous learning? What are the best sources among an avalanche of leadership blogs and development opportunities? According to research conducted by Josh Bersin and Marc Zao-Sanders, a leader’s first priority should simply be to commit to making learning an everyday activity. They call their approach “learning in the flow of work,” and it’s hardly a radical idea. It’s based on the way leaders already work. Bersin and Zao-Sanders found that leaders spend 6.5 hours a day in front of a screen and 61 percent of that time is on communication activity. The idea is to integrate continuous learning into the flow of everyday work. Among their recommendations, I find two of particular value:

• Maintain a “to learn” list. As a leader you bring many strengths to your work, but all leaders need to recognize their skill areas that need improvement. It may be becoming a better listener, working on better self-awareness, or holding more effective meetings. Put those items on the “to learn” list and be highly selective in identifying resources to help build strength in those areas.
• Calendarize dedicated time into your work schedule. Whether it’s writing, meditation, exercise, or some other purposeful activity, accomplishing it is easier as a routine behavior. To support professional development, carve out a designated time of the day and make it a regular activity. If your schedule is so hectic and unpredictable as to make that difficult, at least aim for some time during morning, afternoon, or night.

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