Discover the Leader in You! Developing and Realizing your Leadership Potential

Transcription

Discover the Leader in
You!
Developing and Realizing your
Leadership Potential
Instructors
 Laurie
Scott, Health Science Information
Consortium of Toronto
 Daniel Phelan, Ryerson University
 Wayne Glover, AssociationsFirst
Agenda
 Introductions
 Perceptions
of Leadership
 Leadership Defined
 Personal Leadership Traits
 Leadership Potential
 BREAK
Agenda, continued
 Taking
on a Leadership Role in
Professional Associations
 Leadership Institutes & Programs
 Personal Action Plan
 Perceptions of Leadership Revisited
 Wrap-up and Evaluations
Introductions

Please tell us your
name, where you
work, how long you
have been in the
library/information
profession, and what
you hope to get from
this workshop.
At the end of this workshop you
will:
 Know
how leadership is defined and
discussed in the literature;
 Know how you can take on leadership
roles in your own life;
 Know how to develop your own leadership
skills;
 Understand the role of leadership in team
work;
At the end of this workshop you
will:
 Know
how participation in professional
associations can help with your leadership
skills development;
 Know what leadership institutes and
programs exist for librarians and whether
they would be right for you.
What You’ll Take Away






PowerPoint slides
Bibliography
Checklist of
leadership qualities
List of leadership
institutes/programs
Your personal action
plan
But not…
Great Leaders
Sir Winston Churchill – Was he a
great leader?
Perceptions of Leadership
 Who
are some people you would identify
as great leaders?
 Public figures, personal acquaintances;
present day or historical.
 What do you think makes them great
leaders?
 The
following slide shows individuals who
may or may not be considered great
leaders.
 What do you think?
 Are they great leaders, or not? Why, why
not?
Great Leaders?






Oprah
Pierre Trudeau
René Lévesque
Bill & Melinda Gates
Bono
Margaret Thatcher






Tony Blair
Stephen Abram
Adolf Hitler
Nelson Mandela
Michaëlle Jean
Rudy Giuliani
When You Were a Child
 I’ll
bet that most of you played a game
called “Follow the Leader”
 Were you the ‘leader’ or ‘one of the
followers’ ?
 What do you remember (if anything) about
this game ?
How to Play ‘Follow the Leader’

First a leader or "head of the line" is chosen,
then all children line up behind the leader.
 The leader then moves around and all the
children have to mimic the leader's actions.
 Players who mess up or do not do what the
leader does are out of the game.
 The last person standing other than the leader is
now the new leader.
What you Learned About
Leadership from the Game
 There
has to be a leader
 The leader must be chosen
 There must be followers
 Those who follow must mimic the leader
What you Learned About
Leadership from the Game
 Those
who do not mimic the leader are left
behind
 A new leader always emerges at the end
of the game
 The cycle continues
 Do you think all of these lessons are
true?
Leadership Defined
 In
its simplest form leadership is the
capacity or ability to lead.
 To
lead is to either get in front to show
people the way or to go along with them.
Leadership Defined
 In
any case, the leader always takes an
active role in making something happen
with others
 The others are referred to as followers
Leaders need followers
 Not
everyone can be a leader in every
situation
 It is not always necessary, but leaders
have probably been followers first
 Some people do not have the desire or the
qualities to be leaders

Followers fulfill very
important functions
and they need their
leaders to have
certain qualities
 What




followers expect:
Honesty
Competence
Forward-looking attitudes
Inspiration
 These
create credibility
Kouzes and Posner
Leadership Defined
 Some
three hundred and fifty definitions of
“leadership” have been generated over the
last thirty years by leadership researchers
 Some say leadership is merely “coping
with change”
Leadership Defined
 Others
point to being visionary or visionoriented as the most important quality of a
leader
 The “wise use of power” is another partial
definition
Leadership Defined
 One
leadership scholar and guru, Warren
Bennis, has identified several aspects of
leaders in business terms.






A guiding vision
Passion
Integrity
Trust
Curiosity
Daring
Characteristics of Leaders





Agents of change
Apostles of hope
Good listeners
Coaches and
teachers
Decisive
Characteristics of Leaders
 Risk-takers
 Enforce
standards
 Tenacious
 Results-oriented
Leadership Defined
 Are


leaders born or made?
Early studies assumed leaders were
born but none of these studies was
conclusive
If leader are born, then leadership
training is meaningless!
Leadership Defined
 Are leaders born or made ?
 If leaders are made, then theoretically anyone
can be a leader
 The truth probably lies in between – leaders
are probably born with the aptitude but need
guidance and nurturing to realize their
leadership potential
 Similar to great singers or athletes, who are
born with a gift, but need to develop it
Is leadership the same as
management ?
 Generally
leaders have traits that make
them good managers
 But good managers may not be great
leaders – why might that be?
 Similarly, a visionary person may have the
charisma of a leader, but have no ability as
a manager
management ?
 It
is not essential to be a manager to be a
leader
 One can be a leader from the ranks
 Indeed leaders can be found at all levels
of organizations and groups
Leadership & Teamwork
 What




is the role of leaders in team work?
In some instances, creating the team or
introducing members to each other
Clearly defining responsibilities
Developing communications guidelines
Identifying a conflict resolution mechanism
Leadership & Teamwork



Encouraging an open exchange of ideas
during team creation
Creating a shared purpose, direction and
goals
Providing detailed and timely feedback
management ?
 “The
manager does things right; the leader
does the right thing.”
Warren Bennis
The “Tasks of Leadership”
 Envisioning
goals
 Affirming values
 Motivating
 Managing (priorities, decisions & systems)
 Achieving workable unity
The “Tasks of Leadership”
 Explaining
and teaching
 Serving as a symbol
 Representing the group
 Renewing
Leadership Potential
 How
can you determine your own
leadership potential?
Personal Leadership Traits

Using the provided check list, take 10 minutes to
reflect on your own leadership traits – the
qualities you have that would make you a good
leader, and those that you think might make
leadership difficult for you.
 There may be other qualities you think are
important that are not on the checklist.
 Grade yourself from 1 – 10 on each quality.
 You may share these with the group, or keep
them private.
Personal Leadership Traits
 What
qualities of leadership were not on
the checklist?
Leadership & Professional
Associations

Participation in
professional
associations is a
great way to develop
leadership abilities.
 There are many
different ways to
participate, and a
wide variety of
associations.
Associations
 What
reasons might people have for not
participating?
Associations

Reasons we hear for
not taking on
leadership activities
in associations:
1. I don’t have enough
time
2. It’s a lot of work and
responsibility
Associations

Reasons we hear for not taking on
leadership activities in associations:
3. I don’t have anything to offer; other people
are more qualified to serve than I am
4. I’m uncomfortable expressing my opinion in
public
5. It costs a lot of money
Associations
1.
I don’t have enough
time.


Everyone is pressed for
time, but remember that
even the busiest people
participate.
Negotiate with your
employer for the time
needed. After all, this is
your professional
development and it
makes you a better
employee.
Associations
I don’t have enough time.
1.

Choose an activity that fits with the time you
have. E.g. writing an article (working at
times that are best for you such as
evenings) may be better than serving on a
committee that meets at specific times.
Associations
2.
It’s a lot of work and
responsibility.


Yes, it is! But it’s also
a great opportunity
for professional and
personal growth.
It’s also fun – which
makes it feel less like
work.
Associations
It’s a lot of work and responsibility.
2.


Taking on responsibility is an important
leadership trait.
It is very rewarding to see the fruits of your
labour, and the impact you can have as a
leader.
Associations
3.
I don’t have anything
to offer; others are
better qualified


Don’t sell yourself
short!
Everyone has
qualities, skills or
knowledge that they
can contribute.
Associations
I don’t have anything to offer; others are
better qualified
3.


Long-time members of the profession have
experience and knowledge of the “big
picture” to share.
Newer members have a fresh outlook on
issues and new skills.
Associations
I don’t have anything to offer; others are
better qualified
3.


Behind the scenes work is as important as
that directly in the public eye.
You can start small and work your way up.
Associations
4.
I’m uncomfortable
expressing my
opinion in public.


This common anxiety
can be overcome!
Take a course on
public speaking, join
Toastmasters or a
similar group.
Associations
I’m uncomfortable expressing my opinion
in public.
4.




Practice with people you’re comfortable with.
Good preparation – knowing your stuff – is
key to developing confidence.
The more you work with a group of people,
the easier it becomes to express your
opinion.
You develop a comfort level with them.
Associations
4.
I’m uncomfortable
expressing my
opinion in public.

If you are passionate
about something, you
will want to speak up.
No one will be able to
hold you back!
Associations
5.
It costs a lot of
money.

It’s a sad fact that
many people don’t
have institutional
financial support to
participate.
Associations
5.
It costs a lot of
money.


Negotiate with your
employer!
Professional
development is a
shared responsibility
between employee
and employer.
Associations
It costs a lot of money.
5.



You may need to choose a single
association in which to belong and
participate, and pay for the membership
yourself.
Consider it an investment in yourself.
Some volunteer positions come with
financial support for conference attendance.
Associations

Personal Reasons to Participate:
1. Learning about yourself – personal
development
2. Networking – forming useful relationships
and friendships
3. Giving back to the profession
4. Résumé building
5. Raising your profile in your own institution
Associations
Learning about yourself
1.


When you participate in a professional
association, you can be surprised at what
you can accomplish and the skills you have.
Participation is a great way to further
develop your potential.
Associations
2.
Networking


Spending time with
your colleagues and
working on projects
together helps you to
develop greater
knowledge of issues
and professional
practice.
You develop your
personal “Rolodex” of
go-to people.
Associations
2.
Networking

You can make
wonderful friendships
that last a lifetime.
Associations
Giving back to the profession
3.


Your profession has been good to you and
you have the ability to contribute in return.
You can mentor younger/newer members of
the profession.
Associations
Giving back to the profession
3.

You can take on a leadership position and
help move the profession forward. E.g.
CHLA/ABSC Task Force on Standards.
Associations
4.
Résumé building


It’s OK to have
personal motivations
for participating!
Employers like to see
participation in
professional
associations.
Associations
Résumé building
4.


Through networking, you may hear about
job opportunities.
Professional colleagues may act as
references.
Associations
5.
Raising your profile in your own institution.



If you serve in a professional association, give a paper, are
elected to office, be sure your non-library colleagues know
about it!
An institutional newsletter, intranet or blog are a few
possibilities.
Volunteer to report on your activities in meetings.
Associations
 What
other reasons are there to
participate in your professional
associations?
Associations

Associations:

CHLA/ABSC (and chapters)

SLA (notably, the Biomedical and Life Sciences Division; local
chapters)

MLA (and local chapters)

CLA / CASLIS

ALA / ACRL / LITA / LAMA

Provincial associations (e.g. APHLA, OLA, BCLA)
Associations
 Ways



to participate:
Choose the association(s) you want to be a
part of.
Talk to members and officers of the
association for guidance and information on
opportunities to serve.
They will be more than happy to talk to you.
Associations
 Ways



to participate:
Volunteer to serve on a committee or task
force.
Take the job no one else wants.
Volunteer to organize a local event.
Associations

Ways to participate:


Write an article for a
journal (e.g. JCHLA or
JMLA) or newsletter
(e.g. local chapter) or
other association
publication (e.g.
Information Outlook).
Write book reviews.
Associations

Ways to participate.


Apply to be your
association’s web
master or journal
editor.
Run for office –
chapter level, national
level (CHLA/ABSC),
international level (e.g.
SLA, MLA).
Associations

A Final Word:


Taking on a leadership
role in a professional
association is richly
rewarding.
You will receive far
more from
participating than you
will put into it.
Case Studies
 Using
the case studies in the handout, in
small groups discuss how you, as a
leader, would deal with each scenario
 One case per group
Case Studies
 What
did your group decide to do?
Leadership Institutes & Programs
Library Leadership Institutes
 Frye
Institute
 ACRL/Harvard Institute
 Snowbird Institute
 Northern Exposure to Leadership Institute
 Synergy: the Illinois Library Leadership
Initiative






MPLA Leadership Institute
Library Leadership Ohio
New Jersey Academy of Library Leadership
TALL Texans Leadership Development Institute
Wyoming Library Leadership Institute
YSLead Massachusetts
 Why are there no provincial
leadership institutes in Canada?
 Should there be?
 How can it be brought about?
Non-library Leadership Programs
 Niagara
Institute
 Programs provided internally in your
organization
 Local universities – especially business
schools
Personal Action Plan
 Take
10 minutes to write down at least 3
things you are going to do when you get
back to work to develop your leadership
skills and/or take on a leadership role.
 Consider the Leadership Qualities
checklist and your “needs improvement”
categories.
 Include a brief action plan for each item.
Personal Action Plan
 Would
anyone like to share aspects of
their personal action plans?
Re-Visited
 Think
of all the people identified at the
beginning of this workshop as being great
leaders (or not).
 Do you still agree with your original
assessments?
 Why, or why not?
Great Leaders?






Oprah
Pierre Trudeau
René Lévesque
Bill & Melinda Gates
Bono
Margaret Thatcher






Tony Blair
Stephen Abram
Adolf Hitler
Nelson Mandela
Michaëlle Jean
Rudy Giuliani
Did We Meet Your Objectives?
Discover the Leader in
You!
Questions?
Wrap-up & Evaluations
 Please
complete the course evaluation.
 We will be happy to discuss your personal
action plans by email.
THANK YOU!



[email protected]
[email protected]
[email protected]

Discover the Leader in You! Developing and Realizing your Leadership Potential

Transcription

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