Social Media and Agility

Steven L. MacCall, PhD, School of Library & Information Studies, University of Alabama

Military Libraries Workshop, Von Braun Center, Huntsville, Alabama

December 11, 2013

Slides - http://www.slideshare.net/smaccall/social-mediause-maccallpptforslamlahuntsville

Much of Dr. MacCall’s presentation used examples from his teaching experience and his requirements that his students make use of social media.

Technical Agility – as in technology

Use tools – whether or not they are computerized.  Not all of the tools that we use as librarians are computerized.  Many are trusted resources that we know will work

Heidegger wrote of the hammer and the hand/arm as a unit.  If you think too much about how to use the hammer – that’s when problems start.

There is a transparency to tool use

Agility – ability to change rapidly in response to customer needs and market forces.  Adaptability, flexibility, responsiveness – OED

Technical agility in social communications: what are the barriers?

Personal technical agility barriers:

• Do we view people who use Twitter as a geek or nerd?  Or are they curious or industrious?
• Is social media second nature to you?
• Know your personality and use what works for you – or use it to work for you.

Professional technical agility barriers can be subdivided:

• Technical services – using computers to solve problems and enhance services
• Public services – document delivery and similar services

Overcoming barriers:

·         Require adoption

o   Make the case by using problem-solving

o   Provide scenarios for using social media

·         Encourage agility

o   Overcoming time challenges

o   Deploy what you know to new contexts

o   Tools come and go

Monitor various communications channels (listservs, blogs, Twitter, Facebook)

• For professional development
• On behalf of clients

Interstitial computing:

• Tweeting, checking email etc. in our downtime – waiting in the checkout line
• Is this smart to do in a 24/7 world – or do we need to take breaks?

Customize your Twitter life:

• Follow a few key people and check the feed once per day or per week – scroll through the tweet history.  With only a few people it isn’t too hard to do.
• This doesn’t work if you are following 50 or more people.
• Learn to search on hash-tags for themes

Final thoughts:

·         Draw sustenance from the technical agility of your colleagues both current and from the past

·         Technology with a purpose:

o   Solve problems

o   Be more efficient

·         Consider the network of your fellow professionals

·         Document your professional social media activities:

o   Easier said than done

o   We need better tools!

Social media adoption is merely the next technical agility challenge.

Big Data Content Organization, Discovery, and Management

Margie Hlava, President, Access Innovations

Military Libraries Workshop, Von Braun Center, Huntsville, Alabama

December 11, 2013

http://www.accessinn.com/archives/presentations/big-data-content-organization-discovery-and-management/

Big Data

• Data is the new oil – we have to learn how to mine it! Qatar – European Commission Report
• $ 7 trillion economic value in 7 US sectors alone
• $90 B annually in sensitive devices
• Land, Labor, Capital, + Data

Data Deluge – the End of Science, Wired, 16.07

            Too much data to analyze and process!

Google, eBay, LinkedIn, and Facebook are all Big Data harvesters, they were expecting Big Data from the beginning.

They don’t need to reconcile or integrate Big Data with their IT infrastructure because they were built to deal with it.

Traditional sources of data and the analytics performed upon them aren’t going away.  Big Data is the new member of the family that must be integrated.  Data scientists have to learn to work with the data and be able to analyze it.

Big Data is too much stuff to deal with in a reasonable amount of time!

Big Data is a term applied to data sets whose size is beyond the ability of commonly used software tools to capture, manage, and process the data within a tolerable elapsed time. Big Data sizes are a constantly moving target currently ranging from a few dozen terabytes to many petabytes of data in a single data set. – Wikipedia, May 2011 

There is a new paradigm – one of data-intensive scientific discovery

There are new special collections – more about methods than data.

• Location aware data
• Life streaming
• Insurance claims
• Hubble telescope
• CERN Collections
• Flight data

Unstructured data

• Means untagged or unformatted
• PDF
• Word files
• File shares
• News feeds
• News Data feeds
• Images

This isn’t entirely accurate.  We make use of the properties of PDF and Word files, we can add a lot of metadata and give the files structure.  Only most people don’t do this.

Structured data is like xml – the tagging describes the data.

What are the problems?

• Data infrastructure challenges
• “taking diverse and heterogeneous data sets and making them more homogeneous and usable”
• Is this a problem or an opportunity?
• All that data – what can it tell us?
• Privacy
• Copyright
• Neurological impact
• Data collection methods

Government Initiative

Big Data Senior Steering Group (BDSSG) was formed to identify current Big Data research and development activities across the Federal government, offer opportunities for coordination, and identify what the goal of a national initiative in this area would look like.

There is a fast-growing volume of digital data.  Do we need new technology?

Techniques for dealing with Big Data

Content organization – doesn’t matter where the data lives (machine, cloud, etc.)

Undifferentiated, unstructured – needs organization.

Type of database structure:  where are we going to put it?   Do we use a relational database or an object-oriented system?

An object-oriented system using java or xml pulls all the descriptors into one place – the object.  Example of a bottle of water – the descriptors would all live with the object – (water, bottle, plastic, origin, etc.)

What are Librarians doing?

• We are using meta-search tools to integrate all these data sets.
• We give structure to the unstructured data
• We create the meta-data

Where do store the meta-data?

• With the records - in the html header
• Store the meta-data in a separate file and link to it – database or Sharepoint

 

Top Tips for Turning Information into Insights

Marcy Phelps, Phelps Research

Military Libraries Workshop, Von Braun Center, Huntsville, Alabama

December 11, 2013

Slides at www.phelpsresearch.com/speaking

Twitter - @maryphelps

Can we be replaced?

Clients are drowning in information.  Too many results from DIY (Do-It-Yourself) searching (Bing, Yahoo, Google, Ask, etc.)

We have to learn how to express our value – Show & Tell

Information Analyst – We tell folks what is worthwhile in the information that we retrieve for them.

5 Tips:

1.      Listen & Learn

• Reference interview
• Informational interview – how are customers going to use the information?  That tells us how to deliver the information – a report? A list? A spreadsheet? A chart or other table?
• Include a Table of Contents and a cover letter

2.      KISS – Keep It Short & Simple

• Use 1 or 2 sentences to justify to yourself why you are including items in your response to the requestor.
• Executive Summary: one page, bullets, address questions, summarize answers, include links to more information, add your observations
• Article summaries included with citations

3.      Use visual formats – charts and graphs often tell more than just a table; diagrams, dashboards, data maps, word clouds, timeline

4.      Bring in the Power Tools

• Data mining
• Analysis – SWOT, PEST (Political, Economic, Social and Technological factors),
• Using Insights – FAQs, Issue briefs, Powerpoint, Cheat sheet, Intranet/portal deliverables

5.      Create a report toolkit

• Templates for Word, Excel, Powerpoint
• Style Guides
• Chart Gallery
• Map Gallery
• Branding

Resources:

Tools for Charts and Graphs:

• Excel Chart Wizard
• ChartGizmo.com
• Google Developers Chart Wizard (http://snipurl.com/27mnhv5)
• DIYChart.com

Tools for Diagrams:

• SmartArt (Excel, Word, PowerPoint)
• Gliffy.com
• Microsoft Visio (http://snipurl.com/27mnn39)
• SmartDraw.com
• OmniGraffle for Mac (http://snipurl.com/27mnmt8)

Tools for Data Maps:

• Microsoft MapPoint (http://snipurl.com/27mniz8)
• Google Fusion Tables (http://snipurl.com/27mnk8r)
• Click2Map.com
• Mapland (www.softill.com)
• SmartDraw.com

Tools for Word Cloud:

• Wordle.net
• Pajek.com – gives some explanation of word size in a word cloud

Articles:

• Visualization Tools for Turning Information into Insights, ONLINE, Sept/Oct 2012, http://snipurl.com/289v0eg
• Choosing the Right Graphic http://snipurl.com/289v0je

Image resources:

search.usa.gov

• Flickr.com advanced search (snipurl.com/256ipl)
• Google Images advanced search (snipurl.com/256igw)
• iStock.com

 

Future of Military Libraries

Virginia Suzy Young, PhD, Vice Chancellor for Research, University of Alabama

Military Libraries Workshop, Von Braun Center, Huntsville, Alabama

December 10, 2013

Dr. Young spoke from her experience as the Director, U.S. Army Advanced Science andTechnology Directorate at Redstone Arsenal in Huntsville, Alabama.  Currently she is advising Redstone on the future of their libraries.

Dr. Young has seen a gradual decline in

1. Library Resources
2. Expectations for libraries
3. Interest in libraries

The entry to the library is no longer the front door.

We need to talk to people about the return on investment (ROI) for libraries to their agencies.

How is it that other areas at an agency develop so quickly and are able to respond to needs yet libraries don’t?  It is a matter of funding – other departments get more funding.

New Requirements for librarians:

1. A previous evolution of operations and management has become a revolution.
2. Other duties as assigned – For librarians this is becoming full-blown new Military Operational Skills (MOS) – becoming more active intellectual partners with our customers.
3. Maintaining the pace of technology development may become impossible and certainly cost prohibitive.
4. Balancing traditional values and managing customer expectations.

What is the future?

Libraries should transform from being centers of information to being centers of culture. Become enmeshed with the culture of your agency or office.  Not the place to go to – because you are already engaged with your customers.

Plan for obvious advances that will require flexibility to accommodate:

• Verbal communication
• Access to all global information
• Partnerships with non-traditional partners
• New service requirements for IT

Concentrate on an enterprise approach:

• Consortial buying
• Priorities for our customers
• Make the best of virtual services
• How can libraries become more lean?

Career Agility: Transforming Knowledge and Expertise into Strategic Value

In early December I attended the Military Libraries Workshop, sponsored by the SLA Military Libraries Division.  The Workshop sessions were held at the Von Braun Center, in Huntsville, Alabama.

The next several blog posts will be my notes from the talks.

 

Deb Hunt, SLA President and Chief Librarian at the Mechanics' Institute, San Francisco

December 10, 2013

Deb opened up by talking about a joint report from SLA and Financial Times – Evolving Value of the Information Professional and the five essential attributes of the modern information professional - http://ftcorporate.ft.com/sla/ (registration required to download a copy.)

From the Executive Summary:

Some key themes emerged from the survey data and in-depth interviews which underpin this report:

1. What worries knowledge providers most is that an increasing number of their colleagues are bypassing them and accessing the information they need directly (e.g. using Google). Apart from undermining information professionals, this creates significant organisational risk. The second major, but related, challenge for information professionals is demonstrating their value to the business. Many are also struggling to meet organisational expectations in an environment of declines in budget, IT investment and headcount.

2. Information users (e.g. executives) suffer from information overload. Their challenge is a perceived lack of up-to-date, relevant, decision-ready information, delivered quickly enough for them to make use of it.

3. The majority of knowledge providers currently overestimate the level of value they provide. Overall, 55% of knowledge providers say they add “a lot of value”, yet only 34% of executives are willing to say the same of them.

4. But executives appear more ready than ever to engage with information professionals. Some 49% of information users expect the level of interaction and engagement between knowledge providers and senior management to increase in the next three years.

5. One key way in which this engagement is set to increase is through the use of “embedded” information professionals. This will see information departments shrink or disappear, but will also dismantle many organisational barriers. Rather than being siloed in libraries, information professionals will become team members within departments that were once internal customers.

6. Communication, understanding and decision-ready information are rated (by all respondents) as the most important attributes for modern information professionals. They are also among the areas with the largest shortfalls in performance ratings between users and providers, so information professionals should focus on improving these attributes above all others.

Deb's key points: 

• Librarians and information professionals need to be defined in terms of the value and benefit they bring to an organization.
• What value do we bring to our organization?  What do we do that no one else does?
• Align your library with the mission and strategic goals of your organization.
• Engage your users on their terms.
• Make yourself indispensable to your clients!

Invest in yourself!

• Step up to the plate and plan your own professional development.
• AIIM - Association for Information and Image Management – has a lot of free webinars and other training on Enterprise Content Management, Big Data and other topics.  A lot of the training is provided by vendors – but it is still helpful.
• Take a look at Career Sustainability on Linked-In – http://linkd.in/pqkjzp for Librarian Career development podcasts, books and discussions.
• SLA offers certification in Knowledge Management, Competitive Intelligence and Copyright Management.  They also have suggested competencies for Librarians and information professionals in the 21^st Century.

Homework:

• What skills do I currently have that can expand my career potential?
• What skills can I learn or improve in order to move ahead?
• How and when will I take those steps to improve?

Words have meaning! Google is not a verb!

This week I attended the FEDLINK Library Expo held at the Library of Congress.  More on that another time.

 

During the course of the day I had an epiphany. A speaker referred to an article and she said "Google it". 

 

How many years has it taken me to come to this notion?

 

We have to stop using Google as a verb.  The verb that we need to use as librarians is "research".

 

Google is a great tool.  I use it all the time for personal and professional research.  But it isn't the only tool in my tool kit.  We have proprietary databases that we pay good money to access.  And there are other Internet search engines that might be more appropriate that Google.

 

Anyone with Internet access, a browser and a finger and type something into a Google search box and hit enter.  And s/he will get upwards of 100K results.  Have at it!

 

But is that how I want my librarians or my patrons to spend their days - culling through hundreds of results pages?

 

I'm an older guy - I did research before there was an Internet.  Sometimes I would go into the library with a question and the dictionary might hold my answer.  Or maybe I needed an almanac, or an encyclopedia.  Sometimes I needed a journal article or a research paper or a book.

 

Nowadays I still go to a library albeit an online research page - and I still have to make the same decision.  And, we've all heard and said this before, it isn't all available for free via the Internet. 

 

Some things are.  Dictionaries abound on the Internet.  There are plenty of free almanacs.  Many research papers are retrievable.  But if you want that research paper as it appeared in print - in a peer reviewed journal you'd best have paid access to the publisher's database or to JSTOR.

 

The edits that are made between the research paper and the what is printed in a journal may make all the difference in the world.  And before I make economic policy or release an environmental impact statement I would want to make sure that I was using the correct resource.

 

I thank heaven that there are smart men and women who can program and descsribe and tag so that we have search engines like Bing and Google and Ask and Yahoo.  But I also understand the limitations of those search engines.  And I recognize my own skills as a researcher that goes beyond what Google and the rest can do.

 

In some ways I'm preaching to the choir - but we downplay our knowledge, skills and abilities when say "Google" rather than "research".

Notes from SLA 2013 - Ninja Skills for Librarians

SLA Conference 2013 – San Diego
Tuesday, June 11, 2013
Presenters:  

Jennifer Doyle, Law Library Manager, Robins, Kaplan, Miller, & Ciresi, LLP
Jill Strand, Director, Knowledge Resources, Maslon Edleman Borman Brand LLP

Note: This presentation was a good overview of librarian skills framed within the Martial Arts discipline.

White belt – Discipline

·         Self-Discipline will help you reach your goals.  Self-discipline is better than imposed discipline.

·         Use down time to plan and explore.

·         Respect will help you reach your goals in a way you can be proud of.

·         Respect your client.  Respect your teacher.

·         Martial Arts – bow to your opponent to show you respect her/him as a worthy opponent.

·         Reach your goals in a way you can be proud!

Yellow belt – The Team - We can do more together than we can accomplish alone!

Be candid.  Share insights and strengths.  Be a coach and mentor to others.  Empower others in their positions.  Support the team.

Orange belt – Be confident.  Or pretend to be.

Act like you know you can win in a situation.  Be prepared for meetings and presentation and remind yourself that you are ready to face the audience.  Learn to be an extrovert.  Be engaged.

Green belt – Listen

Listen with your eyes, your ears, your heart, and give your undivided attention.  Listening shows respect and helps us gain information.  Empathic listening is listening with the heart.

·         Minimize distractions

·         Concentrate

·         Use supporting comments

·         Ask questions

·         Let the person finish her/his comments

·         Take notes

·         Keep an open mind

·         Use positive body language

·         Put your own needs on hold

Book recommendation: Quiet: The Power of Introverts in a World that Can’t Stop Talking by Susan Cain

Blue belt – Balance

1.      Keep Calm and Carry On.

2.      Identify  & Make Connections

3.      Get to know your client. – Who is your customer?  What do they need/want?

Chi is where the martial artist finds balance, peace and power.

Ask others how you can help them.  Don’t let others upset your chi.

Blue belt is also about stealth.  Who can you work with behind the scenes?

Purple belt – Adaptability

1.      A good ninja blends in with her/his environment.

2.      A ninja always has a plan.

Don’t be so wedded to your plan that you cannot adapt.  Know the tools you have at your disposal.

Red belt – Negotiation

Practice hard – Play fair

Work with decision-makers and represent the needs of your people and your customers.  Don’t let your emotions get the better of you.  Be transparent.  Don’t be afraid.

Is it more important to be right or to maintain the dialogue?  (Sometimes yes.)

Brown belt – Failure - Failure can help us to improve if we chose to learn from it.

What is defeat? Nothing but education; nothing but the first step to something better. – Bruce Lee.

Success is not final, failure is not fatal: it is the courage to continue that counts. - Winston Churchill

Black belt – Pay it forward.

A black belt is a white belt who didn’t quit.

Become a teacher and mentor.  Pay it forward.  Engage others.  Develop others and help them achieve.

Notes from SLA - 2013 - Leadership: A Commander's Viewpoint

Presented by Captain Winston Smith, USN, Commander Naval Base San Diego

SLA Conference, San Diego Convention Center

June 10, 2013, 10:00 AM (PDT)

Slides

Capt. Smith provided an overview of his assignments and deployments and said that Resiliency is his middle name.

Training manuals are the research tool used in the military

It is important to reflect and know who you are.

What is your psychological driver?  What makes you tick?  What is important to you?

Is it career?  Is it family?  Is it something else?

Millennial Myth – Capt. Smith finds that many of his younger sailors approach life by thinking;

If I have (this car, this job, a million dollars), I could do what I want and be happy.

Have – do – be

Capt. Smith says turn the equation around to Be – do – have

Be the person you want to be.  Do the things that align with who you are. And, you will have the life you want.

Keys to understanding:

• Identity – sense of self – ID your strengths and weaknesses.  What is your psychological driver?  The Meyers-Briggs exam is a good tool for understanding how we interact with others.  It is from this personal vision that we develop our command vision.
• Purpose – why do I exist?
• Values – what motivates me?

Capt. Smith spends 1/3 of his time visiting the ships at the navy base, 1/3 of his time meeting with the tenants and other commands on the base, and 1/3 of his time outside the fence – engaging with the local communities.

Capt. Smith recommended two books that are good for leaders:

When Generations Collide

What Got You Here Won’t Get You There 

Lead by example:

•  Listen aggressively – Don’t jump to solving the problem.  Let the person finish talking. Learn to under-react to bad news.
• Be decisive & consistent – People like predictability.  Be active, don’t wait to react. Take a deterministic approach.  Never shy away from your core competencies.
• Take calculated risks – If there is a problem, enlarge it by bringing in more people to work on the solution.  Invite the usual suspects, but bring in someone different who may have a different perspective.  Think ahead.  Someone in your organization needs to be looking 6-12 months down the road.
• Do your best – Set high standards.  Sprout where you are planted.
• Honesty, Integrity, Trust – Honor above self.  Only I can surrender my integrity.  No one can take it from me.

Build a Team:

• A leader must make employees…
• Feel respected and useful – make the rounds, visit out-of-sight areas.  Connect what people do to the mission.  Take care of the staff.  How do my decisions impact the team?  Don’t confuse motion with action.  Find what people do well and help them succeed.  Then build on that success by helping them in areas that are not their strengths.
• Exercise ownership – don’t walk past a problem.  Be responsible for your space and people.  Visit the staff.
• Value “Team Wins” – accomplishing the mission is what is important.  Think the ship first, then shipmates, and then self.  Establish a process whereby the leader can leave and the organization will continue.  Promote and encourage those who support the team.
• Create a Climate of Trust – read The Speed of Trust.  Build up people in public.  Give people rubber balls and as they learn to handle more, give them a glass ball to work with.
• Improve Quality of life for your staff.  This isn’t always about greater pay or leave.  Give staff flexibility.  Let them telework or adjust their commute so they can get home and spend time with their families.  Problems happen – just don’t keep secrets.

 

Build a Game Plan: Look for efficiencies.

•  Plan with key players… teach everyone else
• Communicate Purpose & Meaning – Have standards.  Teach it, train it, enforce it!  Manage expectations.  Put out the full calendar – let everyone see what is coming down the pike.
• Organize before you try to accelerate…if not, you lose field position.  Keep people informed.  Staff will respect a tough call if it is well planned.  They can see through a bad plan.
• Execute, execute, execute

Sustainment:

• Ask questions, stay informed – engaged leaders know what is going on.  By mentoring you can support what the staff is doing.
• Be observant of key indicators –create the trend lines, don’t just react to poor ones.  Notice when things don’t go wrong.  Notice when the glass is half full.  Indications that things are working as expected.  Self-assessment – have a department assessment plan too.
• Teach the next generation – put good people on the watch bill training reliefs.  Are people getting the right training?

Challenges:

• Looking Down -- Shortfalls in how leaders interact with subordinates
• Looking Up -- Shortfalls in how leaders interact with superiors
• Looking Across -- Shortfalls in how leaders interact across the organization
• Looking Within -- Shortfalls in personal moral and ethical behaviors

This talk was co-sponsored by the SLA Leadership and Managemet Division and the Military Libraries Division.

Managing Evolving Resources: Strategies, Capabilities, and Alternatives

Today I attended a workshop at the National Press Club and sponsored by Lexis/Nexis.  The topic was Managing Evolving Resources: Strategies, Capabilities, and Alternatives.

Panel of Speakers:

Eve Emerson, LexisNexis VP Global Talent, Learning, and Development
Naomi House, INALJ (I Need a Library Job) Founder, 2013 ALA Mover and Shaker
Karen Krugman, Chief, Research Library & Archives, Export-Import Bank of the United States
Karen White, Senior Librarian & Team Lead, LAC Group

Eve Emerson:

Take a look at yourself and ask these questions:

·         What are my mission and my purpose?

·         What is my passion?

·         What am I good at?

Skills: Strengths & Gaps

·         Look at the top 5 skills that I have, that I enjoy doing and I do well.

·         Look at the top 2-3 skills that I need to learn in order to grow in my job/career.

·         What are my key transferable skills – that could translate to non-traditional jobs for librarians?

·         What would others say are my strengths?

Next Step:

·         Long term career goals – given the fast-paced environment, look at the next 6-12 months.

·         What development opportunities are open to me?  Details, new tasks, volunteer opportunities, etc.

·         What would I like to learn how to do?

·         What are some new work activities or skills that I can acquire?

How we learn: 

·         70% of what we learn is through experience – leading, added responsibilities volunteering, etc.

·         20% of what we learn is through feedback – mentoring, coaching, evaluations, etc.

·         10% of what we learn is through structured classes or e-learning.

So – if we want to learn something – it isn’t so much as taking a class – but tackling the project or leading the committee or event.

Mentoring – if you are mentor:

·         Carries on your legacy

·         Keeps you sharp

·         Forces you to set an example thus enhancing your performance

·         Enhances your value to the organization

·         Encourages creativity

Networking:

·         Expands relationships

·         Helps to connect to other professionals

·         Key benefit is getting advice – particularly on career

Karen Krugman:

Export-Import Bank

Tie-in services to business processes.

At Export-Import Bank the library took on a due diligence search from multiple offices.  It was an annual search of 25,000 names to check against international watchlists.  It is tedious and repetitive, and the library put conditions on it.  The requested and got a new FTE to handle the increased workload – not tied specifically to this task.  They required a form so that the requests had standard information.  This has given the library additional customers and raised their profile within the organization.

The Export-Import Bank has an Archivist position.  The re-worked the duties to expand from just collecting and adding archival material to include contributing information to the Country briefings that the agency prepares.  The Archivist also writes on historical background for the head of the agency.

Karen White:

Think Strategically:

Seize new opportunities – look outside the traditional scope of your library.

Tie services to key business processes; processes that are mission critical; common needs across many offices.

Meet your customers at their point of need – and learn to anticipate their future needs.

Become part of your agency orientation for new employees.

Use staff strategically – don’t stick to standard job descriptions.  Enhance staff skills and match them to your needs.

Use technology strategically:

At her agency the library would prepare country briefings for their staff and put all the reports and articles into 3-ring binders.  The staff loved the info even though it was an extra 10 lbs. to carry.  They migrated to putting the documents on a flash drive and that was great until IT Security determined that flash drives are not secure.  For the past year they have put the documents into restricted folders on Google Docs and provided the staff with a link to their folder.  Now they are moving to Google Sites which has some improved capabilities that will benefit the users.

Naomi House:

Balancing your job with volunteer (outside) activities:

The Less Trap:

We are often told to do more with less.  We usually end up trying to do the same with less.  That is, maintain the same level of service despite less funds, resources and staff.

What happens to staff?  Usually it means frustration and stagnation.

Staff retention is vital.

Volunteering can fill the satisfaction gap for you.

·         Pick up new skills by volunteering.

·         Fight boredom and frustration

·         Revisit your core mission.  (Take a look at yourself – what is your passion?)

If everyone is thinking alike, then someone isn’t thinking – Gen. George S. Patton

Craft a Balancing Act

·         Strategize – What do I need and want?

·         Planning – Who can use me?

·         Executing – When can I do this?

·         Stabilizing – What works?

·         New – Address efficiencies often.

·         Perform – Hit your marks!