It seems to me…when you discuss the “why” of our actions, our beliefs, our library goals or even the “why” about what makes us feel passionate about our work, the true value and joy and meaning emerge.

Next time somebody asks about giving up or adding the “what”….reframe the question into: “why” do you ask?, why should it matter?, why is that better….and most importantly….”why not”?

http://www.shirky.com/herecomeseverybody/2008/04/looking-for-the-mouse.html

Sometimes, “extra” time comes from a very simple change.

For others, for example, me, change has to mean improvement, not just change for change’s sake. I’ve been the heel dragger a few times, and sometimes I was right to fight the change. Sometimes, I was wrong. But I fought the new, or surrendered to it, not because it was new, but because I didn’t see that it made life better for the library community I was serving.

What services do you stop providing (or shortchange) in order to do X–and can you make the case that X matters more to your community and your patrons than those services do?

It’s convenient to accuse staff of being “hidebound” because they’re still providing traditional services–but if those services are meeting the needs of your community/patrons, then the staff is not so much hidebound as service-oriented.

To libraries, Crutchfield asks: What are you trying to achieve? What is the real change you want to see in the world—and how does what you are doing today lead to more impact tomorrow?

“Think deeply about what your mission is and how your institution can be part of driving that cause forward—then make it visible,” she says. “That’s one of the most elemental factors that distinguish great organizations from the average. Successful organizations have a very strong sense of purpose and are clearly driven by causes.”

She also suggests ‘staying close to your customer.’

“Define your customer as broadly as you need to and understand what drives them. What are their needs and what can the library provide, or start to provide, that meets those needs?”

In addition, Crutchfield says it is important to be willing to let go of things that might not be as relevant, or that libraries may not be the best to provide. “Cutting off programs or services that were useful in the past, but aren’t relevant to the future, can be painful—even wrenching. But often it is the only way to free up treasured resources—money, time and intellectual mindshare—and focus them on what will work in the future.”