I have decided to write on motivation as I am currently trying, not very successfully, to learn Russian. I have a good reason for learning this language – my daughter is currently living in Sevastopol in the Crimea and I want to visit her before the end of 2014. This, however, is currently not proving to be a strong enough motivation to work on the language more than a couple of times a week. So I thought I would muse on this following my discussions with my daughter on the subject, and been inspired by her own posts on learning Russian and see if I can create a stronger focus for myself as a result.
Having started this post and not developed it I have been linked to this blog post which is about why failing to learn a language over a year can still be of benefit to your mental health. Does this make a difference to my motivation? I have been going back to my Russian a little more since then and doing my Memrise Russian course reminder sessions more often since then, so maybe it has.
Hmm – maybe I should list the ways in which I am trying to learn Russian before I go on.
I started out with 3 Memrise courses on my I-phone and iPad – Beginner’s Russian first, then I added Cardinal numbers and finally Learn Basic Russian. I have only completed one of the courses as far as learning new words – the Cardinal numbers one. I am now going onto this course most days to do the repeat learning, and I am starting to add new words too.
I have also used Quizlet to practice some of the words I am learning – although I often find that the new lists my daughter posts as part of her learning are scary and off-putting as she is so much further on than I am.
I have just started using a BBC Learn Russian course which includes CD’s and I am planning to create my own Quizlet sets for the words I am learning.
So why am I not getting very far? The main reasons I can identify are fear and lack of confidence – which is to be expected when I am learning but I am not making allowances for this. When I talk to my customers about their book-keeping and administration processes it is often the same things that stop them from putting processes in place. I must make sure that I use the learning about my motivation in relation to learning a language to influence the way in which I work with my customers about the things they are finding hard to focus on.
I am now going to try doing at least 15 minutes a day and will see if that helps.
I will do an update about how I am doing as I am now planning on going to Sevastopol with my daughter when she goes back after her visit to the UK this month to get her new visa.
I was very heartened when I started reading the ‘Library of the Future’ report that the consultation has shown that the Arts Council England (ACE) understand the importance of libraries in that:
They are much loved and expected to continue offering the same services as they have for many years, but they are also expected to respond to big changes in how people live their lives.
Alan Davey, Chief Executive, Arts Council England.
The four priorities to sustain and develop a 21st century library service are not ones that anyone with a passion for libraries would argue with:
Place the library as the hub of a community
Make the most of digital technology and creative media
Ensure that libraries are resilient and sustainable
Deliver the right skills for those who work for libraries.
My concern is that, at the start of the 21st Century, the excellent library services in the country are already doing most of this (including Dudley which I managed until march 2013)- so what do they have to aspire to? They can continue to improve and develop as they have in the past, but they will be developing their own challenges.
The challenges listed in the report under each of these headline priorities take things a little further – although again a lot of this is already happening.
The challenge with the biggest change from the current situation is in the development of some of the digital and virtual offers in libraries. These are the areas which could be part of a national virtual library service as there are major economies of scale. Although this is referred to in passing there is little information about how this will be achieved. With the current budget situation and the fact that a harder future is anticipated there will not be many library services who will have the resources to develop the resources if they do not work together effectively. Maybe that is a role for the Society of Chief Librarians to take up – developing digital and virtual national offers for individual library services to buy into?
I am concerned about the promotion of a document previously published by ACE on Community Libraries being referred to in the section on making libraries resilient and sustainable. This earlier document describes libraries at very early stages of developing community led models and so it is not proved that they are sustainable yet. In addition, ACE need to be aware that good quality professional libraries need professional librarians to manage them working with communities, not just strong communities. The way this is section is laid out does not make this as clear as I would have expected it to be as I know this was raised as part of the consultation which has informed this report.
I know that this report is a mark in the sand for ACE as part of their managing their role in relation to libraries. In some ways the report is not the major issue as it does clearly state why libraries are important. What is more important is what happens now as budgets tighten and decisions are made which will influence the effectiveness of library services for the rest of this century. Many library services need clear leadership and support to develop effective plans for the future, not just an active debate.
There are a lot of good statements about libraries and their importance – so I will watch with interest to see what is done with them in the future.
I hope that I, through my consultancy and mentoring, will be able to support and work with colleagues in keeping the good quality and professional library services in the coming years by developing innovative, sustainable solutions.
As I was developing new businesses from a standing start I knew that I would be very lucky to get good, or even any, financial returns from the start. It was important, therefore, for me to measure what I was doing for my businesses each day so that I knew that I was moving them forward while developing a regular income stream.
This is a very different way of planning to the planning that I used to do in a local authority. There I would have plans with clear outcomes and which were SMART – Specific, Measurable, Achievable, Realistic and Timed. I have planned my outcomes for my new businesses, but the timing of them is difficult when I am still establishing myself, and how do I know if they are realistic? I have managed this by giving myself activity goals for every day – as I can measure the achievement of these which will help me to get a momentum going.mIt will also help me to review my successes by tracking them back to these activities to help improve my planning in the future. For example how many contacts did I have to make before I got a meeting, how many meetings before I got business? It is helping me to cope with the process as I am developing an understanding of how many ‘no’s’ or none responses I need to go through to get a ‘yes’.
How do I know what outcomes I should set myself?
I have talked to others who have gone through the same process and they have given me an idea of which activities I need to do, and for how long, before I start to see the desired outcomes that I want from my businesses. I have talked to as many people as I can as each person will have had a different experience, and mine will be different again. I am getting ideas that I will adapt and develop to suit me, although the information about how long it can take for business to develop has helped me to manage my expectations. Their experience is only an indicator about what could happen not an exact road map for my businesses.
The processes I have heard about so far are:
I need to develop a presence in the areas where people looking for my kind of businesses congregate – either online or face to face,
the number of calls I need to make to prospects, or contacts with prospective commissioners before I am successful
the type of information I need to have prepared when a prospect does respond positively.
I have also found it useful to look at the websites of others who have gone before me, and at their linked-in pages or any other online sites they have to see who they are linking to and the groups they are active in and then I join the groups I feel will be relevant to me as well. I have also read as many of the books that have been recommended to me as I can.
Two months into this process I am feeling very positive about what the future holds for me even though my businesses are in the early stages of development because of the information I have gained.
What has your journey been when you have made a career change?
I would be interested to hear your advice to people setting up their new businesses as we can always learn from others.
In my previous post Feel the Fear and do it anyway I explained about the big step I had made in deciding to take redundancy and try out a completely new way of living. I have worked in local authorities for over 30 years – and without a break for just over 26 years so this is a really big life change for me.
I decided that I did not want to focus on a single career any more, but that I would like to develop a portfolio to make sure I did not have all of my eggs in one basket. This was even more important as I was not going to have a regular pay cheque to rely on and would have to rely in the vagaries of the market – and my ability to market my own businesses.
Why did I chose the 2 businesses that I am now developing?
I chose them because they both build on my core values of helping other people to improve themselves and my desire to get back to working directly with, and helping, people. I also wanted to continue to use and develop the skills I have developed throughout my professional life as I had worked hard to learn and apply them and still have a lot to give back to all of the professions I embrace.
When developing new businesses from a standing start it is important to realise that you will be very lucky if you get good, or even any, financial returns from the start. It is important, though, to measure what you are doing for your businesses each day so that you know you are moving them forward a little bit. This is a very different way of planning to that I used to do in a local authority. There I would have plans with clear outcomes and which were SMART – Specific, Measurable, Achievable, Realistic and Timed. When starting a new business you also need clear outcomes, but the timing of them is difficult when you are still establishing yourself, and how do you know if they are realistic? Instead it is important to give yourself activity goals for every day – as you can measure your achievement if these and the more effective and positive activity you do the more likely it is your business venture will be successful.
How do you know what activity goals you need to set?
By talking to others who have gone through the same process and who can give you an idea of which activities you need to do, and for how long, before you start to see the desired outcomes that you want from your business. This can include developing a presence in the areas where people looking for your kind of business congregate – either online or face to face, the number of calls you need to make to prospects, the type of information you need to have prepared when a prospect does respond positively.
I cannot tell you yet if I have made the right choice – come back and see me again in December to see how I am doing with my 2 businesses Kate Millin Consulting and KMC Forever.
Thinking like an entrepreneur is a skill that is not obvious in those managers working in public services. In fact it is sometimes seen as the wrong thing to aspire to. I, however, disagree. I think there is a lot of the entrepreneur in those public service managers who manage to develop their services effectively especially in these time of tight or nearly non existent budgets.
I have been inspired to write this post having seen the list in this blog by Reference notes – just the list on the summary is enough to challenge me.
how many of you as managers have the confidence to let people have a go and fail?
when a member of your staff, or a customer comes to you with a suggestion is your first reaction ‘it won’t work?
can you really say that you are interested in trying something new or are you too tied up in coping with the now?
I have given myself the challenge to respond to future suggestions I have presented or sent to me with ‘that sounds like something I would like to develop/or would like you to develop. What do you need from me to help you’. I challenge you to do the same and see what happens.
My prediction is that you will end up with some interesting projects happening, staff and/or customers who feel listened to and appreciated. You will also feel more inspired. And maybe, just maybe, one of those seemingly off the wall ideas will become the thing that finally makes someone you have been trying to convince about the importance of what you are doing finally understand.