12th ALIA National Library Technicians Conference
9-12 September 2003
Bridging services - embracing reality

Facing 'facts' to frame a fabulous future

Julia Leong and Patricia Fields, University of New England

Biographies

Julia Leong, BA(Qld), MAppSc(LibandInfoMgt)(CSturt), AALIA CP, has worked in faculty liaison and reference services management in several tertiary libraries and is currently at the University of New England. She has also worked in a range of library functions in special and public libraries. Her special interests are personnel management, working to integrate information literacy into the curriculum and traditional and electronic collection development.

Patricia Fields, BSc(LibTech)(ECU), had life experience in teaching, radiography, entertainment and retail before joining Dixson Library at the University of New England. Extra-curricular interests include trade union activities, being a Fellow of Drummond and Smith College (UNE), involvement with the NSW Library Technicians' Group and UNE Archives.

Abstract

This paper supports facing the reality of who we are and introduces steps to increase our understanding of our work environment. It encourages constructive action to promote a positive work environment for our own benefit and for the benefit of clients and employers. It concludes with suggestions to begin to plan actions to either improve job satisfaction or to move to a more suitable work situation.

Introduction

Each of us has great potential for enjoyment and fulfillment in pursuing our employment. How is this to be maximized while at the same time benefiting our clients and employers?

The very question we pose declares our bias. Yes, we do believe in being proactive in seeking fulfillment. Yes, we do believe we can change things for the better. Yes, we do believe a happy worker is more likely to be a productive worker.

How to achieve happiness and fulfillment at work is a topic so large that we must acknowledge that we plan only to scratch the surface. We are not professional psychologists, futurologists or philosophers. We will take a practical approach grounded in our own years of observation and personal study.

Finding the real me

As people mature and move forward in their chosen profession, changes take place that can be either positive or negative. Personal changes shape our lives and work practices as do changes in our work environment and the wider community. Self-knowledge helps to put these changes into perspective and to gain insight into how they can be used to advantage.

'Who is the real you? Do you own and affirm the real you or do you feel constrained to put on a front? The idea of the 'false self' was propounded by R. D. Laing and was adapted from some of the theories of Jean-Paul Sartre. The false self is artificial and is a 'self-image created to concur with expectations' leaving the true self hidden and protected' (Masters 1985).

'Authentic self is the ability to define self based on personal values and commitments rather than on what is seen through the eyes of society.' (Munhall 1995, p. 29)

Awareness and self-discovery help people to find out what life means to them and their unique place in it. They are not an end in themselves, but are aids in the search to gain the maximum out of life (Tschudin 1998). What then are the steps to becoming more aware of yourself as a person?

Be more aware of your physical body and your need for personal space so that you know what social distance makes you comfortable. Observe the people around you and the environment in which you live and work and recognise their impact upon you. Use your senses of touch, feeling, hearing, taste and smell to locate yourself in the world and to make sense of your surroundings. They are also paramount when we subconsciously tune in to another's body language, trusting it more than the words being said.

Cultivation of self-awareness and insight into other people increases understanding of how relationships can function and grow. Systems for defining temperaments, traits and characteristics have been available for centuries. The popular Myers-Briggs Type Indicator (Myers and Briggs 2002) is based on work by C. J. Jung and posits 16 different personality types based on preferences for extraversion or introversion, sensing or intuition, thinking or feeling, and judging or perceiving. Which combination most closely fits you? An understanding of your personality type can assist in identifying suitable jobs, in relating well to others in your team and in identifying your weak and strong points.

As well as understanding ourselves, we all need to feel we are worthwhile and to know what we hold dear. Each person has memories, makes associations and has plans, goals and dreams for the future. It is how we use these that builds the esteem we have for ourselves. In evaluating concepts and facts we are influenced by our self-esteem and also by our value system which we build up through our creative self and in response to our experiences. Value systems also affect thought patterns which have an impact on work outcomes and relationships in everyday life.

Everyone has personal and career needs to meet. If you are going to maximise your happiness and contribute positively to those around you, both in your personal and work lives, you can benefit from clearly setting down your needs, wants and goals and looking at what will motivate you to move ahead towards the goals you have set. Resources to help in this are mentioned in the final section of this paper. A word of caution, distinguish genuine needs from wants. You can want something but you may not need it. After all, this is the fodder of successful advertising campaigns. Knowing which is which helps considerably when tough choices have to be made. Do you know what motivates you? Is it a need to perform well, success as you envisage it, more prestige or money, power, approval, recognition, friends at work or more satisfaction in your daily job?

Acknowledge the probability of mistakes and failure. We all make mistakes from time to time. We would like to think we are perfect but it is what we learn from mistakes and the positive steps taken to remedy them that is enriching. When training, an actor is encouraged to learn from difficulties that present themselves and to search for ways of turning them into advantages. Turn negative to positive and forge ahead. Nader (2002, p. 313) asserts that:

'if we concentrate on the importance and value of failure in our own life, we can start to understand that failure is an integral part of success. We must snap out of the delusion that failure is an embarrassment or taboo.'

If you are to do well for the benefit of your organisation and for your clients and also enjoy your work you need a good understanding of your strengths and weaknesses. Often it is your weaknesses which hold your attention and that of your supervisor. Take practical steps to deal with weaknesses, but put more effort into creating opportunities to make the best use of your strengths. Do you need to become more assertive? Perhaps you have the solution to the problem that is present but you cannot make yourself heard. You can change this by being assertive, but remember that assertiveness is not another name for aggression. Do you react too emotionally in certain situations? Positive approaches to problems, especially in communication breakdowns, can entail softening aggressive statements and formulating solutions that are good for both parties. You may need to learn to recognize when you are becoming overly emotional and practise tactical withdrawal or seek time to consider the issue so that you can rehearse how to handle the situation.

Be aware of the power of a positive attitude. Support yourself in your decisions and celebrate your wins and successes. If you do not, how can you expect others to celebrate with you? Be confident and move toward the goals you have set.

'If human beings are perceived as potentials rather than problems, as possessing strengths instead of weaknesses, as unlimited rather than dull and unresponsive, then they thrive and grow in their capabilities.' (Bush 2002)

Self analysis can be a lengthy exercise, but it has its rewards. Learn to trust yourself and your decisions. Consider if you are making full use of your potential! You can make changes for the better, but only you can take the first steps towards taking responsibility for the rest of your life.

Figuring out my environment

Realistic self-awareness, along with a forgiving attitude to one's imperfections and a desire to excel, are good starting points in the search for job satisfaction and as a consequence better outcomes for our clients. Next we should arm ourselves with knowledge about our work environment.

Organisational planning exercises will often involve an environmental scan. No matter where we sit in the hierarchy, it is useful to have some understanding of the bigger picture including the impact of government policies, the possibilities technology offers and budget realities. A planning exercise may involve use of a SWOT analysis - looking at the strengths and weaknesses of the organisation and the opportunities and threats present. Such an analysis can cover the broader political environment right down to specifics such as inter-departmental rivalries and training needs.

As an individual, build knowledge of your work environment through keeping abreast of the news, reading official organisational communications and studying planning documents. Add careful observation of the culture of your workplace and your co-workers. Bolman and Deal (2000) provide ways to analyze your situation and take a constructive approach combining high organisational commitment with greater political savvy in their excellent book, Escape from cluelessness: a guide for the organisationally challenged. They recommend avoiding being a 'victim', a hardworking under-appreciated 'soldier' or a 'politician' who may succeed in the quest for riches and power, but may also fail as others win against them in the competitive environment in which they operate. Rather seek to be a 'pro', someone who is politically astute as well as committed to their workplace.

To become a 'pro' they recommend that you: 'map the playing field'; 'know when to hold and when to fold'; 'know what you want and what you can get'; gain support; and make win-win deals. Mapping the playing field involves making diagrams to look at how multiple parts of a system or situation interact. This helps to identify the real problem and options for improvement and allows avoidance of an all too common simplistic blaming response to problems (Bolman and Deal 2000). Knowing when to hold refers to using intelligent approaches which will result in positive outcomes rather than standing our ground in reactive ways which have negative results (Bolman and Deal 2000, p. 34). To help 'know what you want and what you can get' the authors suggest looking at your level of personal power, your position in the organisation and your access to resources. For example, are you perhaps charming with powerful friends and plenty of money at your disposal, or a knowledgeable expert with no subordinates and no budget? These are important realities to understand. The need to gain support is vital. Great ideas easily flounder without it. The ability to make win-win deals is also crucial to becoming a 'pro' and a highly recommended text on this is Getting to yes by Roger Fisher and William Ury (1981). Such 'political skills' are vital for understanding and functioning effectively in 'the culture and informal power structure of an organisation' (Peterson 1993, p. 91).

One part of the playing field that has countless influence is our boss. They may create a productive go-ahead work environment or generate mistrust, negativity and second-rate performance. Sadly, a study by Human Synergistics (Nixon 2002) of 35 000 managers in Australia and New Zealand found:

'The overwhelming style of management identified was avoidance, characterized by a fear of failure, denial of responsibility and withdrawal from threatening situations or people. Managers also sought security by sticking to established rules and procedures.'

The study found that the least common style was the best.

'A constructive manner that recognizes best effort, sets challenging but realistic goals, believes in the personal growth of leaders and staff, and relies on encouragement and inclusiveness.'

If this study is correct, the strategy of changing jobs to escape inadequate bosses is an unreliable one. How then can we improve where we are? Read about different personalities and how to work constructively with them. Solomon (1990), Carson and Carson (1998), Richardson (2000) and Nader (2002) all identify negative types and give practical advice on dealing with them. However much we may wish to reform a dysfunctional boss we are unlikely to succeed and need ways to peacefully co-exist (Carson and Carson 1998, p. 15).

It is common to blame the boss for problems, but we are all partly responsible for how pleasant and effective our workplace is (Bolman and Deal 2000, p. 15).

'Life appears to me to be too short to be spent in nursing animosity or registering wrong.' (Bronte 2002)

Seek to understand others' pressures and look for opportunities to contribute (Bolman and Deal 2000, p. 127). It is easy to come to a meeting with our own aims and feelings uppermost, but we need to pay attention to others' points of view if we are not to be seen as abrasive or inconsiderate. The intensity of our focus on our own agenda may be a significant impediment to achieving success as it promotes tunnel vision and may result in naïve tactics. When dealing with your boss be aware of the pressures on them, do not expect an unfair share of their time, present solutions rather than just problems, consider what style of communication they prefer and keep them informed at a level with which they are comfortable (Career Article 103: Getting along with your boss n.d.).

How can you make you, your team and your boss look good? Do you know what is expected of you? Be loyal, show initiative, be 'outrageously organised' (Fields n.d.), give excellent customer service. Wherever you are, be the best you can be through understanding your colleagues and organisational environment and through astute constructive action.

Framing my future

You are now doing well - you know yourself, you know your environment and you are working constructively and enthusiastically, but are you where you want to be?

Henderson and McAlister (1998, p. 15) suggest that you:

'Imagine the best possible career you could have, doing what you want to do, and acknowledged as one of the best .... Now work backwards to see how to get there.'

As a counterbalance, Nader (2002) in How to lose friends and infuriate your boss: take control of your career suggests that what matters is being the person you want to be now and performing exceptionally in your present situation.

'If you fancy yourself as a successful person in the future, your every move today needs to contribute to that momentum. Take a good look at what you did today. Were you brilliant at it?' (Nader 2002, p.93)

Nader believes that we should drop the burden of searching for goals, and determine what we want people to know we represent. He recommends starting by determining the strengths, skills and characteristics we want associated with us.

'The strengths, skills, and characteristics that you choose have to be selected carefully, based on your belief systems, values, deep-seated desires, capabilities, and the level of investment that you are prepared to make. There is no point in coming up with an ambitious list that you have no hope of attaining.'(Nader 2002, p. 51-2)

Whether you wish to focus on 'being' or arriving somewhere specific, there are many resources to help plan your career including many books and the easy to use and well structured ALIA career development kit (Australian Library and Information Association n.d.). The kit contains a workbook and three record sheets. The workbook gives practical and reflective exercises to consider: Your wants and any barriers to achieving your goals; skills you need including the level and priority of these; activities to gain needed skills; the role of workplace learning; ways to plan and record; building a learning portfolio; and re-evaluation. There are also many helpful books including the highly popular What color is your parachute?: a practical manual for job- hunters and Career changers (Bolles 1990) which has had numerous editions including one in 2003. This book has an holistic approach with lots of good ideas plus practical worksheets to identify interests, skills and options.

If you want to stay in your present position or with your current company ask yourself if you are satisfied with the current job. What can you do to make it better (questions to ask yourself about your career n.d.)? Have you been under the misapprehension that 'good work is its own advertisement' and felt angry that you are not justly recognized (Hamer 2000, p. 5)? Do you need to be more articulate and assertive to ensure that your contributions are valued? Are you willing to risk disapproval (Hamer 2000, p. 14)? Do you have strengths which are underused? If you participate in a goal setting or appraisal scheme it is an appropriate place to raise such issues with your supervisor and plan for changes. Plans to enrich your work life and contribution to the organisation are much less threatening for bosses than criticisms of current practice and are likely to be well received if carefully thought out.

Should you decide you do not wish to stay in your current situation, there are a range of options including alternative conventional employment, buying a franchise, purchasing or starting a business, voluntary work or retirement (Peterson 1993, p. 20). Peterson (1993) devotes chapters to entrepreneurial, conventional and alternative options to help people see the variety of choices and determine their preferred course. Careful investigation of options will ensure hasty actions to escape an unsatisfactory situation are not later regretted. As well as taking cognizance of the realities of who we are and of our current environment, we will need to consider the market (Peterson 1993, p. 64) as our envisaged 'perfect' future may otherwise be one for which there is no demand.

Having determined your goal, take personal responsibility to acquire needed skills through formal or personal study, on the job courses, seeking a mentor and joining groups such as Toastmasters. Seek help and advice from someone you admire, inside or outside of the organisation. Embrace the wisdom and knowledge they can pass on to you. Observe those you respect to see how they deal with people, problems, decision-making and other aspects of their work. If needed learn job search techniques appropriate to your goal. Approaches in government organisations may not be correct in another context. You may choose to attend seminars, read books, articles or web sites, or consult employment agencies. Join listservs, such as recruitLIS for ALIA members, to keep up with what is on offer or subscribe to SEEK eNews (www.seek.com.au) which provides regular job search tips and allows you to complete an online resume for employers to consider.

'The most important thing to remember is that it's not always the best worker who gets the perfect job but the person who knows the most about job-searching skills.' (Creagon 1996, p. 14)

To change jobs or careers involves major effort. Are you prepared to put in that effort? You may have to spend less time with your friends and family or to move house. You cannot increase your leisure time and start a new business successfully. You will need to confront fear of failure. Creagon (1996, p. 37) stresses goals, a positive attitude and realism.

'You cannot be everyone, have everything and do everything. You have to make choices.'

If your 'fabulous future' is a picture which ignores such realities it is a fictitious one! Plan creatively, optimistically and realistically and you will have a plan which suits you and can be achieved.

References

Australian Library and Information Association, n.d., The ALIA Career Development Kit, Canberra, ALIA

Bolles, R N What color is your parachute? a practical manual for job-hunters and career changers. Berkeley, California, Ten Speed Press, 1990

Bolman, L G and Deal, T E Escape from cluelessness: a guide for the organisationally challenged. New York, Amacom, 2000

Bronte C Quotable women: an archive of memorable quotes by women, http://www.wendy.com/women/quotations.html, referenced 25 October 2002

Bush, B Quotable women: an archive of memorable quotes by women, http://www.wendy.com/women/quotations.html, referenced 25 October 2002

Career article 103: getting along with your boss, http://seekingsuccess.com/articles/art103.php3, referenced 20 October 2002

Carson, K and Carson, P P Defective bosses: working for the 'dysfunctional dozen'. New York, Amacom, 1998

Creagon, M Surfing your horizons. Sydney, Angus and Robertson, 1996

Fields, K Top ten ways to impress your boss, http://members.tripod.com/~KIMFIELDS/index-9.html, referenced 21 October 2002

Fisher, R and Ury W Getting to yes. Boston, Houghton Mifflin, 1981

Hamer, K Workplace warrior: insights and advice for winning on the corporate battlefield. New York, Amacom, 2000

Henderson, R and McAlister, M Be seen get known move ahead: a beginner's guide to self promotion. Coogee and Shellharbour, Networking to win and word dynamics, 1998

Masters, B Killing for company: the case of Dennis Nilsen. London, J. Cape, 1985

Munhall, P L In women's experience vol. 2. New York, National League for Nursing Press, 1995

Myers, I B and Briggs, K C Myers-Briggs Type Indicator, http://www.cpp-db.com/products/mbti/index.asp, referenced 25 May 2003

Nader, J C How to lose friends and infuriate your boss: take control of your career. Pyrmont, NSW, Plutinium, 2002

Nixon, S Bosses duck for cover, http://www.smh.com.au/articles/2002/11/06/1036308370782.html, referenced 7 November 2002

Peterson, C D Staying in demand: how to make job offers come to you. New York, McGraw-Hill, 1993

Questions to ask yourself about your career, n.d., http://www.collegeview.com/career/career_basics/marketable/quest.html, referenced 21 October 2002

Richardson, B Bozo, bully or blowhard: how to make any boss like you, http://content.monster.com.au/management/7432, referenced 21 October 2002

Solomon, M Working with Difficult People. Englewood Cliffs, Prentice Hall, 1990

Tschudin, V and Schober, J Managing Yourself, 2nd edn. Mendham, Suffolk, Hardvark Editorial, 1998

Appendix

Personal planner

Finding the real me

My qualifications

My skills

My character traits

Things I enjoy in my current work

Things I dislike

Tools or approaches I will use to gain more insight

Figuring out my environment

How I will gain information on macro influences (e.g. world and national influences)

How I will get to know my organisational environment

What I like about the culture of my work place

What I dislike about the culture of my workplace

How I see my boss

What I want to change

Framing my future

My core values

Characteristics of my ideal job

Possible steps to improve my current situation

(If applicable) First steps I will take to move to a new work situation