When I began my professional career, I took a lot of pride in testing the limits of what I could do. I wanted to be the best reference librarian, the best teacher, the best administrator. I measured my value in exhaustive and exhausting projects and lists. The more accomplishments I could mark off the list, the more presentations I delivered, the more valuable I had become.
I felt a compulsive need to prove myself.
After a few years that wore thin. I still enjoyed turning in my best performance and getting big things done, but the satisfaction of each accomplishment was disproportionate to the amount of energy I was pouring in. I was getting tired, frustrated and more than a little bit bored.
And then something significant happened. I decided to focus less on what I could accomplish and more on what I could help other people accomplish. I discovered the joy of being part of excellent teams.
I lead a great team in my library. Every member of my team has a super power, though a few of them don’t quite realize it yet. The best part of my work is finding ways to help other people discover their super powers and ways to make those powers more useful. I also enjoy the challenge of finding ways to let their super powers increase my own.
Today my team said goodbye to Matthew Ownby. Matthew was offered an excellent opportunity with a major news company. It wasn’t a gift he sought. It was a gift that found him because he is excellent.
Matthew joined my team last September, which means he was with us about 9 months. In that time, he brought fresh perspective, aesthetic talent and good humor to projects we had already been doing. Matthew wasn’t always about doing new things. He was about doing useful things in a new way. He helped make us better.
And now that he’s left, people ask if I’m worried or scared to be back in the hunt so soon for a new team member. The truth of it is, I feel happy. I am proud of we did and excited to see what lies ahead for us all.
Too often, I think, organizations hire people on the belief that they need stability and some mythological thing called “long-term fit”, the person who is going to stay for 30 years. That is, I think, the wrong approach.
Better to hire the person who can move you forward, the person who can add value and help you become what you aren’t yet but need to be. Better to hire the person to whom you can add value as well, and then, when the time comes, part ways better off for the experience. Be it 9 months or 30 years, these are the people you need on your team.
I am grateful to have such people my teams, both in my library and in various projects outside. It is often humbling to find myself useful to excellent people. It is great fun to be part of their journey. Adding value and having value added — both are inspiration and a catalyst for the excellence I so often crave.