Don’t Know the Reason for the Meeting? Then Don’t Meet!

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Have you ever left a meeting with a variation of this question spinning in your head:

“What was the reason for that meeting?”

It is very easy to call a meeting, yet few people consider the organizational impact of these gatherings. By simple logic when people are meeting, they are not doing their regular work. If the meeting does not provide value by its end, the impact on the organization is negative in terms of time wasted and energies drained.

Here are three disheartening statistics found on the website Flowtrace.

  • 71% of meetings are considered unproductive by employees.
  • 45% of employees admitted to feeling overwhelmed by attending too many meetings.
  • An estimated $37 billion is lost annually in the U.S. due to inefficient meetings.
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Therefore, it is important to know the right time to call a meeting. Thankfully there is a simple way to determine if a meeting is unnecessary. It goes like this:

If you are unable to articulate the purpose of a meeting, then a meeting should not be called.

Without clarity of purpose, a meeting is destined to slip into a time sink of wasted words. A tool to get off on the right foot is to fill in the blank below with ten words or less:

The purpose of the meeting is ____________.

If you can’t spell out a clearly stated purpose that anyone in your organization can appreciate, then don’t hold the meeting. According to the Flowtrace article, 72% of survey respondents listed setting clear objectives as important for a successful meeting. Therefore, being clear on the purpose is key to making meetings more impactful and energizing.

So, what is the purpose of your next meeting?

Are You an Overthinker?

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When encountering a problem, do you spend time thinking about how to solve it?

Usually, it is a good practice to think deeply about how to solve a problem. Understanding the situation and considering ways to solve it can be very helpful. However, is there a limit to how helpful thinking about a problem can be?

According to Darius Foroux, overthinking can be a huge impediment to solving problems. In a recent blog post, he shares how thinking too much can be a trap for the mind.

Despite all this knowledge of philosophy and knowing what I “should” do, I still get caught in bouts of excessive thinking.

During these moments, I no longer observe my thoughts and live in the present moment; my thoughts consume me.

In the past, I was permanently stuck in that state of mind. It’s not uncommon. Most people live their lives as slaves to their thoughts.

When we obsess over our woes, it becomes harder to solve them. So, is there a way to get past repetitive thinking? To resolve the tendency to overthink, Foroux suggests doing a practice that spiritual folk have done for ages.

The key to overcoming overthinking is not only about awareness. Yes, being aware of your thoughts is important. This is the starting point of waking up.

You must become the observer of your thoughts.

But it’s also about understanding your nature.

To understand more about this concept, please read the rest of blog post.

Why You Should Join a Professional Organization

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As we move towards the new year, many professional associations are reaching out to retain existing members and invite new people to join. In my case, I am a proud member of the American Library Association, the Public Library Association, CORE, the Florida Library Association, and the Palm Beach County Library Association.

Some people resist joining an association because they don’t see the value in spending money on the membership. However, there are many great reasons to join a professional association and take full advantage of their offerings.

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Here’s my top seven reasons to join a professional association.

Networking Opportunities: Professional associations host events, conferences, and online platforms that allow members to connect with their peers. Access to a community of like-minded professionals fosters collaboration and an exchange of ideas.

Career Advancement: Many associations have job boards, recruitment events, or exclusive listings that help members find new work opportunities. Also, associations provide access to training programs, certifications, and workshops that enhance skills and share new ideas.

Industry Knowledge and Resources: Many professional associations publish journals, articles, and white papers that provide insights into trends and research findings. Members also have access to webinars and speaking events to hear from leaders in the profession.

Credibility and Recognition: Being part of an association can boost member’s credibility and establish them as a respected professional. Many associations set standards and ethical guidelines, helping ensure that members uphold expectations of quality and professionalism.

Advocacy and Influence: Professional associations often lobby for policies that benefit their members and industry. Being a member allows you to have a voice in these advocacy efforts. Some associations offer legal support or resources on hot topic issues.

Leadership Opportunities: Volunteering for committees, boards, or events within the association can develop leadership abilities and help members stand out. This is especially helpful for those who are seeking supervisory experience to improve their resume.

Support and Mentorship: Associations often offer formal mentorship programs that connect less experienced professionals with leaders in their field. Having a network of people in similar positions can provide advice, support, and insight into career challenges.

Give yourself the gift of professional growth by joining an association today. For library workers and supporters, both FLA and ALA lowered their membership rates this year. So now is the perfect time to invest in yourself.

6 Ways to Be More Productive

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What do experts in efficiency say are the best ways to be productive?

Journalist Emily Laurence reached out to productivity coaches to learn what they recommend to their clients. She summed up her findings in a recent article in GQ magazine titled 6 Ways to Be More Productive and Actually Get Stuff Done. The first piece of advice was to prioritize what needs to be done.

Productivity coach Juli Shulem says that there’s one word she repeatedly hears from all her clients: overwhelmed. When it comes to being more productive, she says that the biggest roadblock is that most people have no idea where to start. So instead of doing anything, they’re paralyzed and do nothing. Can you relate?

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So how does one decide where to start? The coach offered this advice.

Shulem says the first step to being productive is getting on paper everything you need to do. This includes both tasks that are immediate and need to be done that day as well as what eventually needs to be done. For big “to-dos” that are farther out, Shulem recommends breaking it down into smaller micro tasks. For example, if you have a big work presentation in three weeks, the micro-tasks could be research, building your deck, and doing a run-through of exactly what you’re going to say.

To learn the other five ways to be more productive, please read the rest of the article.

Florida Library Association Membership Drive – Join Today, Grow Today

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This year there is a great opportunity to join a collection of dedicated library professionals in their quest to grow, serve, and enhance libraries across the state.

The Florida Library Association has launched a membership drive. The goal is to get the organization up to 1,000 members by January. As Immediate Past President of FLA, I invite you to join Florida’s premiere Assocation for library workers and professionals.

To reach that goal, FLA has reduced its membership rates to make them more affordable for all library workers and supporters.

I have been a proud member of FLA for over a decade. Membership allowed me to expand my professional horizons, make lasting friendships, and voice my advocacy for the great work our libraries do every day to connect communities, inspire thought, and enrich lives.

Here are benefits that Individual members receive.

  • Participate on committees and the Executive Board – develop leadership skills
  • News and Support on fast breaking issues
  • Continuing Education Webinars and Trainings – professional development
  • Networking Events – meet people from across Florida
  • Awards presented at our FLA Annual Conference
  • Eligibility to vote in association elections
  • Discounts on registration to our Annual Conference 
  • Eligibility to form or join Member Groups on topics of interest
  • Access to member communications and mailing lists
  • Florida Libraries journal and eligibility to be featured in the publication
  • Exclusive online resources, including our member directory

Never been a member before? Thinking of returning as a member? Or simply renewing your membership?

All the information you need to commit to membership can be found on the FLA membership website. Please consider joining today!

Your support will go a long way in ensuring that libraries of all types will continue their mission to serve the residents of Florida. In return you will be part of a proud organization that has supported Florida’s libraries for over 100 years.

I look forward to seeing you as an FLA Member!

Three Reasons to Call a Meeting

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You may have heard the not so old saying: “That was another meeting that could have been an email.”

People detest meetings when they feel unproductive. This is especially true when the reason for calling the meeting is unclear. Based on my experience, there are three major reasons to call a meeting that will keep participants engaged and come to productive conclusions.

1/ Sharing Important Information

Sharing information is a base-line function of all meetings. However, face-to-face is very useful for these types of situations:

  • Sharing Important/Timely News – Sometimes breaking news must be shared with everyone together at the same time. For example, when an organization is set to issue a controversial press release a quick all hands-on deck meeting may be the fastest way to inform the team in advance and at the same time.
  • Immediate Q&A – Instead of letting confusion linger, questions about an important or complicated topic can be quickly addressed in a face-to-face meeting. Answers are heard by the entire team at the same time, avoiding repetition.
  • The “Look Them in the Eyes” Factor – Whenever there is bad or sad news to share or an apology
    to be issued, doing so in person conveys respect for the team.

2/ Making a Presentation

While presentation can be sent by email, something might be lost without a presenter to emphasize or clarify items. Presenting in person can improve comprehension and increase engagement in the material. Types of presentations best suited for face-to-face meetings include:

  • Complicated Items – Presentations can break down complex subjects for easier understanding. In a live situation, the presenter can adjust on the fly to match audience’s perceived understanding and level of engagement.
  • Clear up Misunderstandings – Presenters can address questions as they come up, allowing the whole group to benefit while the topic is fresh in their minds.
  • Swaying Opinion – If people need to be convinced on a course of action, face-to-face “sales” type
    presentations are preferred. In this format, a presenter is able to access a wide range of public speaking tools to make their case for a course of action.

3/ Facilitating Discussion

Bringing people together creates an opportunity to dive deeply into a topic that non-
synchronized formats cannot duplicate. Talking together in the same room can be very stimulating and help build up a team. Examples of meetings designed for discussion include:

  • Problem Solving – Coming together in person is often the fastest way to solve a problem. Teammates share different viewpoints and build on each other’s ideas. This can develop innovative ways to resolve issues that could not be thought of individually.
  • Strategic Visioning – Bringing together people from different parts of the organization for long-
    range planning meeting is a beneficial exercise. Small-scale, in-person discussions can surface facts or concerns from across the organization.
  • Finding Consensus – When a critical decision must be made, face-to-face discussions can be
    the fastest way to get the team into agreement. An open discussion allows all parties to share
    their concerns and increase the potential to come to a meaningful decision.

If you are considering calling a meeting think about whether it falls into one of these three reasons. Otherwise, start drafting that email.

When to Check Your Tech & How to Stop

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Have you ever checked your phone for a social media update in the middle of a meeting? Or started looking at news headlines in the middle of a group lunch? Or got distracted by unimportant texts while doing deep work on a project?

It is very easy to be drawn into looking at our phones. This can lead to unproductive behavior and sloppy work. A recent article by Liz Fosslien on the Pocket website wonders why we have allowed these habits to become socially accepted.

I used to do nothing in the face of indiscriminate gadget use. Now, I’ve come to believe that doing nothing is no longer O.K. Staying silent about bad technology habits is making things worse for all of us.

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How do we as a change these habits to make them less desirable? Perhaps we need to develop what investor Paul Graham calls “social antibodies.”

He uses the example of cigarette smoking: smoking in public became taboo over the span of just one generation after social conventions changed.

Like cigarettes, our personal technology use can become a bad habit. People enter a zone when they use their gadgets. Checking email or scrolling through Facebook can be intoxicating and disorienting. Tech makers design these products using the same psychology that makes slot machines addictive. The variable rewards built into apps make time pass quickly and can make people oblivious to what’s happening around them.

How can we build up social antibodies in the workplace? One way is to set up well articulated standards.

The best way to prevent this waste of time is for someone senior to mandate a “no-screen meeting.” In my experience conducting hundreds of workshops, the discussions declared device-free are by far more productive. Setting expectations up front is equivalent to administering a distraction vaccine.

Learn more about how to build social antibodies by reading the rest of the article.

To Solve a Problem, Take Something Away

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There’s a funny thing about the human mind when it comes to problem solving. Usually, we look for solutions that add something to the equation, whether it be another resource, person, or strategy. Yet is it easier to solve problems by removing things?

In an article by Diana Kwon for Scientific America, she explores the reason that removing something is a often the more efficient problem-solving strategy. She uses the example of teaching a child to ride a bike.

For generations, the standard way to learn how to ride a bicycle was with training wheels or a tricycle. But in recent years, many parents have opted to train their kids with balance bikes, pedal-less two-wheelers that enable children to develop the coordination needed for bicycling—a skill that is not as easily acquired with an extra set of wheels.

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Later in the article she explores research done at the University of Virginia. Observational studies of people solving problems highlighted some interesting patterns.

The researchers first carried out a set of observational studies, assessments without a control group, to see whether this bias existed at all. In one, they asked 91 participants to make a pattern symmetrical by either adding or removing colored boxes. Only 18 people (20 percent) used subtraction. In another, the team scanned through an archive of ideas for improvement submitted to an incoming university president and found that only 11 percent of 651 proposals involved eliminating an existing regulation, practice or program.

Is there a way to guide people to consider removing items rather than adding? Turns out a little nudge in the right direction can do the trick.

The researchers also observed that people were more likely to remove features when they were given more opportunities to consider alternative ways to address a problem: when participants were asked to create a symmetrical pattern by adding or eliminating colored blocks, they opted for removal more often if they were given practice trials than if they had just one chance to tackle the problem. On the other hand, having to simultaneously juggle another task—such as keeping track of numbers on a screen—made individuals less likely to subtract elements to solve the same problem, suggesting that it requires more effort to think up subtractive solutions than additive ones. 

Read the full article to learn more about how to consider subtractive solutions.

Don’t Fall into the “McNamara Fallacy”

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The 21st Century is a time of unlimited data points! Statistics and statical analysis are available for every topic under the sun. Whether it be Sabermetrics in baseball, or detailed demographic political polling of electoral candidates, or the circulation of library books by branch location, numbers are readily available to explore any situation. However, what happens when people rely too much on the data? In that case they may fall into the “McNamara Fallacy.”

In a recent article on the Big Think website, columnist Jonny Thomson explores how we can get so caught up looking at data points that we fail to take into account the bigger picture. He names this the “McNamara Fallacy”.

The fallacy is named after Robert McNamara, the U.S. Secretary of Defense during the Vietnam War, where his over-reliance on measurable data led to several misguided strategies where considering certain human and contextual elements would have been successful.

Thomson goes on to explain why numbers are not the be all and end of analysis.

The “McNamara Fallacy” is not saying that using data is bad or that collecting as much information as you can is wasted time. It’s saying that fixating only on numbers blinds us to the rich stories and subtle details that truly shape experiences, resulting in choices that miss the heart and soul of the situation. If we spend too long looking at spreadsheets and data points, we forget to look around.

To avoid getting caught in the fallacy, Thomson offers a few options to expand one’s viewpoint. The first is digging into details.

In many companies, employee performance is measured solely by quantitative metrics like sales numbers or the number of tasks completed. While these figures provide some insight, often the important information is buried in the details. Let’s imagine two people, Jane and Jack, who need to bring in a client. Last year, Jack secured 20 and Jane 15. Good job, team! But, behind the numbers, there’s more to be seen. Jack’s clients really didn’t like him. He had a sleazy, insensitive manner that was off-putting. Within a year, most of his clients had left. Jane, on the other hand, wooed and won her clients by dint of personality. She cared about the person she met. Her clients all stayed around. So, who is the better employee?

To learn about the other strategies to avoid the fallacy, please read the rest of the article.