A friend of mine just accepted a promotion. When I asked her why she accepted it and what she was looking forward to, she said, “I’m really looking forward to working for my new boss; I really respect him and he’s indicated he trusts me. But what he doesn’t know is that lots of time I don’t know what I’m doing.”
She said this jokingly, but it struck a chord with me as I’ve been in a new role in my library since January. On my first day, another colleague advised, “Fake it ‘till you make it!” Each day, I never really know exactly what to do or how to respond to dilemmas - but I have a plan, some strategies, some good instinct and I ask good questions. So far it’s working.
People have three psychological needs: autonomy -- a perception that we have some choices that are ours to make; relatedness - a connection to something or someone - beyond ourselves; and competence -- a feeling of effectiveness and success. We need these in our personal lives, and also in our workplaces.
One of the hardest things I’ve seen library staff (including myself) struggle with is when our own personal levels of competence are not where we want them to be--it’s true for everyone, but feels especially relevant in libraries, where we highly value our expertise and knowledge--and get to demonstrate it almost every day if we work directly with the public.
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