Permalink

Take more opportunities to lead at work

By: @ronbronson
Higher Ed Solo

ArmyNo one ever tells a solo about leadership. We’re often running our own shops, taking care of putting out multiple fires at once. We work hard and we play hard…but mostly we work REALLY hard. When you are working on a very small team or by yourself, there’s not a whole lot of delegation. You are always rolling up your sleeves to take care of what needs to be done, juggling multiple deadlines at once and ensuring quality control on your own.

While this is exhausting, there’s a certain kind of reassurance that comes from knowing that your work is being done the way you (and perhaps, those in charge with whom you’ve gotten to know through practice) like it to be done. The role of the manager and delegator is much different. You have to entrust that your processes are working. That you’ve communicated your expectations enough that people understand what you need and what your expectations are at all times.

One problem with being Armies of One, is we rarely get these experiences. Sure we might supervise students, but the relationships are much different. And the thing about supervising a small team of one or two employees is when you’re in the trenches together it’s a lot less like “boss and subordinate” but a relationship that resembles a mentorship/friendship one. (Which can sometimes come with its own issues.)

Leadership comes in many forms.

Early in my career, I was fortunate to have bosses who put me in positions well above my pay grade early on. Rather than be daunted by the gravity of these situations, I took pride in knowing they trusted me to run meetings with senior leaders without always have to be in the room. Even if this isn’t your situation, it’s good to know that when you decide to step up and do things that aren’t asked of you, it enables leaders to begin to trust and utilize your skills. In the past, I initiated website redesign projects that weren’t scheduled by just asking and making the case for moving the needle. When leadership give buy-in to ideas you generate, it encourages you to continue pushing ahead, even if all your ideas aren’t adopted.

If you’re just starting your career or have been doing the same thing for a while and feel stuck, maybe it’s time to do something different? That doesn’t always mean attempting to clean out your office to head to a new job. Think about the advantages of your current job. Are there things you can improve? Sometimes, it’s frustrating to deal with the constraints of our current workplaces. We see the same people day in and day out and think change will refresh and energize our worklives. Until we head elsewhere and realize that once you get the faces down and stop getting lost, that you’ll encounter a lot of the same problems you left behind unless you start solving the ones you can

If you do see yourself in a different role than the one you’re in, whether you dream of being promoted internally or seeking opportunities elsewhere down the road, people are going to want to know what you’ve done to lead. It doesn’t always require having dozens of people on a team to carry out your bidding, it requires knowing — and recording — the ways you’ve impacted your organization by doing something that wasn’t considered a priority, leading a project no one else wanted to run and excelling at it or crafting your own leadership niche out of a role that others wouldn’t have bothered with.

Armies of one can be leaders. What will you to do lead in your job this year?

Permalink

Providing Training: A New Model of Open Lab Time

LapWhen we are a solo or a small shop, so much of what we do is focused around finding ways to work smarter, saving as much of our time and resources to do the good things our institutions need to move forward.  One of the biggest problems I find is dealing with training and the associated day-to-day support calls.  I have fallen into a trap lately – instead of showing someone how to do something, I find myself offering to just add that image, update that content, post that new application.  And training, forget it.  There just seems to be no time, both for me as the trainer and for our content contributors as trainees.

Something had to give. This was not a sustainable model. I kept coming back to a presentation I had seen at HighEdWeb13 about taking tech support out of your daily grind.  Jennifer Chance and Mark Foster from the McCombs School of Business at the University of Texas at Austin showed how they built a model that empowered their users to handle the basics, freeing their web team up for innovation.  It stuck with me as something I had hoped to implement on my campus.

So I decided to give open lab hours a try.  The “rules” were simple: any question was fair game – anything from tactical support (or our how do I) to bigger picture items (what does the new college portal mean to my department).  The lab was basically an open sandbox for 2 hours on Friday afternoons.

The first couple sessions are now in the books and the turnout exceeded even my expectations.  I am used to seeing a handful of people at a formal training (maybe 5).  Usually more people end up canceling than attending. So I really went into these sessions with no expectations.

Between 12 and 20 people attended each session, not a giant turnout, but roughly three to five times the number of people I would be able to reach at a training.  The bonus: people appreciated the fact they could just ask their question directly, instead of sitting through a training and hoping to have the chance at some point.  Questions asked covered everything from how to optimize and upload an image into the CMS to how the redesign project was coming to some exciting conversations about content strategy.

While this was exactly what I was hoping to achieve, one thing I was struck with was watching people interacting while they were waiting. We are all trying to do more with less these days; any opportunity to get strength and support from each other is a bonus.  Along those lines, once someone got the answer they were looking for, I found the majority stuck around when they were finished.  I asked a couple people why they did that and they responded that they just wanted to have some time to hear what others were interested in and sit at a computer and try things out.

All in all, a great experience.  Here are a few takeaways as this experiment continues:

  • Have a regular time.  I have tried sessions on Friday afternoons and have upcoming sessions on Friday mornings.  Based on that turnout, I will set up a regular schedule I can share so people can plan.
  • Have something you can work on.  People will come in waves, make sure you have some low-key things you can work on in the downtimes, not something that will take a great amount of your focus and concentration (I caught up on responding to emails instead of writing code)
  • Be willing to cover topics you may not have covered before. One of the first questions I was asked involved how to tell which sites brought the most traffic to their department’s web page.  That question led to an overview of what we could track in Google Analytics, including setting up some scheduled reports to let them track referral traffic.
  • Have fun. One of the things that keeps me going, especially working in an office that’s geographically isolated, is getting out and talking to people.  If this isn’t your thing, perhaps this may not be the best approach for you.
Permalink

Solo Doesn’t Mean Alone

What lies behind us and what lies before us are tiny matters compared to what lies within us.

After the excitement of the big announcement last week,  here I am  trying to figure out how I am going to add to what Tonya and Ron have started.  I don’t know about you, but I can’t say enough awesome things about what they’ve done getting this whole Higher Ed Solo thing off the ground  and giving it life. And wait, now that I am thinking, why exactly did I agree to this?  I spend my days running like mad, bouncing between meetings, working on projects, trying to set strategy, putting out fires…  What was I thinking agreeing to commit to one more thing?

Suddenly, the light dawned – that is the essence of a being an army of one in higher education today. We jump in with both feet.  We take the ball and run with it. We trust our gut to do the right thing.  The best thing.  Because we have to.  It has been my experience that we don’t have an option if we are going to succeed on our campuses.  We don’t typically have an “us” that’s going to help us out and get the job done.

But what makes this whole Higher Ed Solo gig so great is that it reminded me that, while I might be an army of one, I am not alone.  You are there too. WE are here.

So yeah, I am incredibly blessed and excited to have this chance.

You tell me what is going to help you and what you want to hear about.  Work/life balance for solos, project management, mad juggling tips…  And let me know if you want to write a post or chat with me online. There are so many voices out there with stories to tell.  Mine is just one.

We can do this. Solo never has to mean alone.