Lots of things leading up to a post on leadership lately, such as contemplating my own privilege, planning strategic priorities, and experiencing the challenges of parenting tweenagers. But mostly, I think this post is in typical response to evaluation time, which requires me to describe competencies and expectations of leadership, both for managers and for staff and faculty without management or supervision responsibilities.
What I hate most about leadership conversations is what I see as an arbitrary division between leadership and management. I particularly dislike the adage that addresses these differences as:
Managers do things right. Leaders do the right thing.
I don’t believe in this division, probably because when I was as a manager, I did all kinds of things wrong, and as a leader I never feel like there is a clear right answer to things. My personal philosophy of leadership is more fluid. Ultimately, I believe we all practice a little of both. As a librarian, especially, this comes from my observation that library managers and leaders typically come up from the ranks of library workers. In my experience, this places a high value on skills of librarianship over the particular skills of leadership, or in the management of library process over the relational management of people or teams. I admit this is perhaps just as oversimplified as the former adage, but does help me with a point.
The danger I see in the phenomenon of manager-heavy leaders in libraries is a tendency to devalue inspiring and motivating aspects of leadership. There is also the risk of micromanagement when scaling effective management of processes to people. When I was a staff member in the ranks, I felt the biggest issue of leadership and management had to do with opportunities for development, organizational communication, and curbing supervisory micromanagement. As a leader, I still hear the call for better communication and less micromanagement, but at the same time there remains a preference for managers who are leaders and experts in doing, and a general distaste for too much touchy-feely inspiring and motivation. Is it a self-fulfilling prophecy?
Certainly people skills and leadership skills come just as the practical librarian skills come, with both learning and doing. This has been true for me, especially with respect to gaining confidence in my relational side, improving my communication, and managing stress. I also recognize my strengths in learning and analytical thinking, which plays out in a constant cycle of reflection, learning, and self-correction. A necessary part learning from doing is how it prompts a realization for development and how we make time for meeting that need.
Beyond demonstrating the value of leadership development, it is extremely challenging to build in time for this. Especially as leaders come from within the ranks, rarely is there a swift and seamless transition of duties. It is often hard to let go of former responsibilities. Not only are we increasingly asked to do more with less, but many find the certainty of former tasks a necessary coping mechanism during the change and uncertainty of a new leadership role. Yet some of the most excellent leaders I’ve known can be so heavily bogged down with their doing that they unintentionally give themselves and their staff the perception that they are too busy to bother with people-concerns, or for training that does not appear directly tied to doing. Finding a better balance remains an imperative for doing the right thing by the people I lead. But, I know the solution consists of something more than just good delegation.
In a Covey training I was once tasked to put my personal philosophy into a single word, for which I chose dance. This word — and I went a step further with a theme song — best reflects the ebb and flow of leadership for me. Doing it right, but dancing. This helps me see leadership as a more nebulous evolution between structured intention and carving out time (choreography), learning and development (feeling the music), and the need to just do something (dance!). I’m learning that you can’t take away too much doing from leadership. Staff don’t respect it, and library leaders and managers don’t function well as leaders without it. So, I’m trying to find good ways to facilitate managers and staff to embrace delegation of the doing, nurture an ongoing development of strengths and weaknesses, while giving plenty of a space for dancing.
What is your current leadership/management philosophy? How do you, or your leaders and managers, balance doing things right and doing right by people?
Please share theme songs if you’ve got ‘em!
Want more on leadership? See http://acrlog.org/tag/leadership/