Today I came to the sad realization that November 15th would have been Sharon Thomas' 16th anniversary at Bobst. Since March I have been sending anniversary cards to celebrate the hire date of all of our colleagues in Access Services. I don't get to send one to Sharon. If I did, I'd thank her for her years of service and commitment to doing an excellent job. I'd also thank her for her continual interest in learning, and specifically for her interest in the Service Excellence Initiative. Service Excellence was a lot of work, and there were times that thinking about Sharon's level of engagement in the program gave me the energy to keep moving forward.
At Sharon's funeral I learned that my understanding of Sharon was pretty much shared by everyone she met: she was a genuinely positive person who cared about other people. I certainly saw this in every encounter I had with Sharon and it made me happy to learn that this is simply how she was--in all aspects of her life. In her eulogy, Sharon's minister talked about how it's easy to be nice to people you like and a whole lot more challenging to be nice to people you dislike. Sharon was nice to everyone. Being nice to everyone doesn't always come naturally but since Sharon's funeral I certainly keep it mind more than I used to. I guess you could say that Sharon is still challenging me to be a better person.
Friday, October 29, 2010
Wednesday, October 20, 2010
Some problems are NOT here to stay!
This semester, we've seen more patrons loaded into Aleph, patron barcodes being loaded into Aleph, and single sign-on for ILL accounts. These three things may seem small, especially to our users, but for us, they've had a big impact.
Here in ILL, we used to get maybe 20 users a day who needed to have accounts created, updated, or corrected. In the few weeks since Sydney and I sat down with Barnaby Alter (Web Developer), David Perry (Database Administrator), and Scot Dalton (Systems), our routine patrons login problems have disappeared. Another great thing to come out of this was David's load of Medical, Dental, or Law status into a specific field in Aleph, allowing the ILL staff to determine whether the patron has ILL with us or with another library.
It was amazing to work with this group of people toward a common goal: to get things to work correctly. The work was collaborative, we all brought our own skills to the table, and relayed each others' concerns in a way that was exemplary teamwork.
This experience has encouraged me to reach out to others outside of Access Services more often, to look for opportunities to work with others, even if it's just a 2 minute phone call. I've noticed, also, that when I reach out to them, it opens a door for them to reach out to me. They've been calling me with questions, questions that were not asked before probably because they didn't know I existed or what I did, or if I was the correct person to ask.
For all those who are looking to build bridges between Access Services and other departments of the library, I encourage you to start building by actively seeking opportunities to communicate. Communicating is the only way to put our names and jobs and skills on the map for other people, the only way for them to know that we are the right people to ask and that we have the answer they are looking for.
Here in ILL, we used to get maybe 20 users a day who needed to have accounts created, updated, or corrected. In the few weeks since Sydney and I sat down with Barnaby Alter (Web Developer), David Perry (Database Administrator), and Scot Dalton (Systems), our routine patrons login problems have disappeared. Another great thing to come out of this was David's load of Medical, Dental, or Law status into a specific field in Aleph, allowing the ILL staff to determine whether the patron has ILL with us or with another library.
It was amazing to work with this group of people toward a common goal: to get things to work correctly. The work was collaborative, we all brought our own skills to the table, and relayed each others' concerns in a way that was exemplary teamwork.
This experience has encouraged me to reach out to others outside of Access Services more often, to look for opportunities to work with others, even if it's just a 2 minute phone call. I've noticed, also, that when I reach out to them, it opens a door for them to reach out to me. They've been calling me with questions, questions that were not asked before probably because they didn't know I existed or what I did, or if I was the correct person to ask.
For all those who are looking to build bridges between Access Services and other departments of the library, I encourage you to start building by actively seeking opportunities to communicate. Communicating is the only way to put our names and jobs and skills on the map for other people, the only way for them to know that we are the right people to ask and that we have the answer they are looking for.
Friday, October 1, 2010
Communication, Transparency, and Holistic Service
As supervisor of Offsite Storage, a department that works regularly with so many different part of the library, I’ve always had to do a lot of communicating across the divides. Since becoming a part of Access Services, this aspect of my job has become even more pronounced.
I think this is largely due to Offsite Storage becoming more high-profile during the planning of the 2010 Renovation and its resultant need to coordinate related workflows with a larger number of faculty and staff members than ever before.
But I have also come to see it as part of a larger context: the push toward a new “Holistic Service Model” as discussed at the last Division of Libraries meeting a few months ago.
One of the themes that comes up a lot when discussing the “Holistic Service Model” - and which also came up a lot during Access Services' year-long Service Excellence Initiative - is transparency.
Personally, I find that good communication goes hand-in-hand with transparency. Good communication should be as clear as possible in its aims and in the information it is providing. However, this is much easier said than done!
What seems clear to one person might be totally confusing to another. It can be hard to step outside yourself and your own experience, especially when you’re deeply entrenched in the nitty-gritty. This is something that most of us have probably struggled with at one point or another, either at work, at home or in the outside world. It's also something that can always be improved upon. Sometimes all it takes is just that little extra bit of self-awareness and kindness.
Also, making it known that information is out there for all to find - on the Wiki, for example - is easier... done than done? What I mean is, no matter how well-organized and accurate a Wiki page may be, you can never be sure that its intended audience will take the time to consult it. Sometimes this sort of knowledge-gap can be fixed by a simple private e-mail or phone call, too.
I guess I'm taking the long way 'round to saying this:
The “Holistic Service Model” isn't just about making things better for library users, but for ourselves as well. I like to think of Offsite Storage as a good testing ground for this philosophy, since we don't usually deal directly with users but are nonetheless always interested in ways to provide better service - via coordination, communication, transparecy, and plain old friendliness! - to coworkers and colleagues. And I like to think that by doing so, we are indirectly improving upon service to all users anyway!
Now if only I could succeed in setting up simple and transparent mini-workflows during my upcoming maternity leave... :)
I think this is largely due to Offsite Storage becoming more high-profile during the planning of the 2010 Renovation and its resultant need to coordinate related workflows with a larger number of faculty and staff members than ever before.
But I have also come to see it as part of a larger context: the push toward a new “Holistic Service Model” as discussed at the last Division of Libraries meeting a few months ago.
One of the themes that comes up a lot when discussing the “Holistic Service Model” - and which also came up a lot during Access Services' year-long Service Excellence Initiative - is transparency.
Personally, I find that good communication goes hand-in-hand with transparency. Good communication should be as clear as possible in its aims and in the information it is providing. However, this is much easier said than done!
What seems clear to one person might be totally confusing to another. It can be hard to step outside yourself and your own experience, especially when you’re deeply entrenched in the nitty-gritty. This is something that most of us have probably struggled with at one point or another, either at work, at home or in the outside world. It's also something that can always be improved upon. Sometimes all it takes is just that little extra bit of self-awareness and kindness.
Also, making it known that information is out there for all to find - on the Wiki, for example - is easier... done than done? What I mean is, no matter how well-organized and accurate a Wiki page may be, you can never be sure that its intended audience will take the time to consult it. Sometimes this sort of knowledge-gap can be fixed by a simple private e-mail or phone call, too.
I guess I'm taking the long way 'round to saying this:
The “Holistic Service Model” isn't just about making things better for library users, but for ourselves as well. I like to think of Offsite Storage as a good testing ground for this philosophy, since we don't usually deal directly with users but are nonetheless always interested in ways to provide better service - via coordination, communication, transparecy, and plain old friendliness! - to coworkers and colleagues. And I like to think that by doing so, we are indirectly improving upon service to all users anyway!
Now if only I could succeed in setting up simple and transparent mini-workflows during my upcoming maternity leave... :)
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