Key Questions
Key questions that impact how I think and what I pursue in the false dichotomy of work-life (when, in reality, all is connected).
- What does success look like? When I offer this up to an individual or a group, the responses are quite telling. People define "success" in different ways, so the open-ended nature of the question provides opportunity for self-reflection as well as personalized responses. Often it is worth probing further after the initial answer as a way to drill down to what really matters to the respondent(s). This question is along the lines of the classic "start with the end in mind."
- How motivated are you to...? I ask this question instead of the binary (yes/no) "Do you want to...?" I pose this especially of my children if I sense some hesitancy or the possibility of an internal debate brewing in their heart about whether to stick with an original plan or adjust course to a new activity.
- For what are you hungry? Framing a conversation around hunger, passion, desire, need, filling the emptiness...provides opportunity for honest reflection on what really matters to people. If people recognize an internal vacuum, how they are attempting to fill it, and honest evaluation of how appropriate that filling element is to the hole, so much can be illuminated about core personal needs. These needs impact the individual, naturally, as well as how the individual functions in networks of relationships and activities. In a literal sense, of course, many people in the world are hungry for calories and food. People require sustenance for basic survival, while others, with fundamental needs met, have increased opportunity in leisure time to ponder existential "hunger" questions.
- How will the current activities, debates, choices, decisions, meetings, reports, tweets, etc. be remembered or have significance in one or five years from now? The relative longevity compared to temporary or ephemeral nature of various channels of communication (e.g., substantive book vs. short tweet) is a way to allocate limited resources as well as determine embarking on production or even some activity. What is the desired state of affairs as a result of working with others? Whether a work team, a volunteer opportunity, or even a family outing, this question teases out a change over time in attitudes, environments, cultural affordances, opportunities, legal frameworks, and perceptions of reality. Compared to the current state of affairs, a desired state of affairs may seem grandiose and impossible, or, simply, a small increment in a healthy direction.
- How will we know we have achieved our intended outcomes? Markers, data points, observations, and other indicators support claims of success (causal effect or impact is another matter). Identifying these indicators early on in the process provides opportunity to thoughtfully determine ideal indicators and begin to collect the informational evidence in the course of the work.
Related Pages
When the staff at local, international offices of a global nonprofit expressed concern over clear expectations, workload, and uncertainty regarding success, the lead of the investigating team invite me (from a sister team) to join five multi-day, in-person listening sessions. During each of the five in-country visits, the three- or four-person team interviewed 40-60 staff in groups of 3-12 related roles at a time. I facilitated these semi-structured interviews, summarized themes, and crafted initial strategy considerations. Over three months in 2025, I and the teams spoke with informants in Asia, East Africa, West Africa, South America, and Central America.
As a librarian and knowledge manager, the "Information Steward" moniker grew out of information organization practices in academic libraries and international development nonprofit work. Examining who I am, what I believe, and my habits in vocational environments, I now recognize a broader scope of my work.
Knowledge sharing values lived out as habits. How individuals and teams practice knowledge sharing emerges from the values and culture embraced by those individuals. Rules, processes, and expectations succeed or fail based on the energy embodied in the culture. What is the knowledge sharing culture of your team or organization? The following activities may help illuminate the root of your knowledge sharing culture.
As Knowledge Manager at a large international development nonprofit, I developed a knowledge mobilization strategy. As part of the first knowledge management-specific team within the organization, I developed a baseline strategy for people-first knowledge sharing habits. Leading with a set of key values and principles, the strategy included critical cultural aspects alongside the tactical, technical processes for success.
As a pro bono vocational coach, I sit, listen, and ask generative questions of my interlocutor. The colleagues who approach me for these types of purposeful conversations, seek a discussion partner who helps them unpack their core motivations and assists in unblocking barriers to their professional progress. We may discuss questions centered on their “why” or on strategic tactics over the course of multiple conversations.
Emphasizing the "Partnerships" in my job title at the Idaho Commission for Libraries, I asked library directors across the state about their local community workforce needs and opportunities. Seeking to understand the demand side of workforce needs, I spoke with recruiters at big businesses as well as leaders in the workforce development groups in the state (e.g., SBDC and workforce committees in state agencies). In one community, I connected the local library director with the HR recruiter of a regional business seeking a new model for training potential new employees: as an institution promoting learning and knowledge access, the library held a unique position towards skill development.
While at the Idaho Commission for Libraries, a state agency supporting the development of libraries, I was a member of the Senior Management Team (aka Executive Team). I provided leadership and strategy guidance in support of the state agency’s mission. I also assisted with the development and review of the agency's strategic plan. As part of my particular strategic remit, I focused on identifying and connecting with organizations to form and strengthen community partnerships in support of the library role in addressing community aspirations and challenges. Acting as a consultant to academic, public, and special libraries, I connected libraries with statewide resources to build their capacity to serve their communities. In this role, I represented the interests, assets, and needs of Idaho libraries through collaborations, partnerships, and relationships on a state, regional, and national level. Conducting research on behalf of these library clients, I monitored national, state, and local trends and issues affecting Idaho communities and libraries. Additionally, I supported the State Librarian working with the governor-appointed Board of Commissioners on budget and policy.
Outcomes
As an analytical thinker, I ponder future outcomes in both home and work life, and the intermediate steps to see transformation from the current to the future state of affairs.