NextGen: Time To Make Some Change

In our evolving profession, perhaps the most important skill is the ability to become change leaders within our organizations. If we truly want to bring our NextGen enthusiasm, outlook, and skills to bear on our institutions and profession, then we must be able to inspire our colleagues. We need to be able to show when and why change is necessary and to build excitement about where we and our organizations are headed.

Ideas and initiatives that may seem necessary to you, though, may initially meet resistance. Think back to your reference coursework or experience: one integral factor in a successful reference interview is the ability to get to the heart of what a person is actually looking for, to be able to see things from his or her perspective.

Transfer this skill to your relationships with your coworkers. Look at your library's existing policies, procedures, and programs with an eye toward understanding them from the perspective of long-time employees. Discern the difference between those that no longer make sense in the current environment and those with sound purpose that may merely need some tweaking. You will be able to see where your ideas for new policies, procedures, and programs fit in terms of the institution's (and your colleagues') goals.

We've all put in our time mocking librarian stereotypes and working to break them. One grain of truth in them, however, is that some of our coworkers originally entered the profession in part because it had an aura of stability. Many never anticipated the changes of the last ten to 15 years—and how could they? While non–NextGen librarians need to accept that the profession is changing, NextGens need to accept the value of our professional foundations.

We can harness the power of incremental change. Small changes over time build to create major revolutions while allowing the comfort of an underlying stability. Envision these as steps toward a larger goal and build upon a foundation of small successes.

Instead of simultaneously implementing every idea and tackling every issue, prioritize what you want to accomplish in terms of where your institution is headed. Then, start acting on one idea at a time—always being sure to present it in terms of institutional priorities and in language that makes sense to your coworkers. Focus on the direct benefits to your coworkers, your patrons, and/or your institution. Give others a reason to share your excitement.

We face the opposite hurdle in many institutions when we think about instituting, promoting, and helping others deal with change. We suffer from the perception that only those "in charge" are responsible for—or allowed to initiate—change.

Much management literature points out that true leadership depends less on a person's place on an organization chart than on the personal qualities and actions of a given individual. By deliberately developing your skills as a change agent, you can practice becoming a leader. Volunteer to head up projects, programs, or a committee; present your ideas, supported by research, to your supervisor or administration.

Realize also that some organizations deliberately hire NextGens on the assumption that they will initiate change; some will naturally expect ideas and innovation from their younger and/or newer employees. When you take responsibility for a new initiative, however, be prepared for a reaction from your colleagues. Show how your program, service, or idea fits into organizational goals and how others will benefit.

It is all too easy to become frustrated and proceed apace with the assumption that "they" will never change. When we get locked into an us vs. them mentality, though, we fail to recognize that "they" are our colleagues. We are all librarians and library workers together, and each of us has the same stake in the success of libraries.

Assuming that all older librarians lack the capacity to deal with change is just as counterproductive as older colleagues saying all NextGens lack respect for the foundations of the profession.

Yes, there are some people who have settled so thoroughly that they will never budge. But these folks are fewer and further between than you might imagine.

Our efforts to build intergenerational bridges are essential in creating change-ready institutions. Think about how you can build upon the strengths and experience of your colleagues and about how your ideas might be logical extensions of what they have been doing all along.