July 25, 2011 - Texas Library Association

Transcription

July 25, 2011
David Bendekovic
President
The B.A. David Company
[email protected]
Twitter: DavidBendekovic - Facebook: David Bendekovic
COMING VERY SOON: www.badavid.com
315.430.1960
Agenda:
1:00 – 1:50
1:50 – 1:55
50 Minutes
5 Minutes
It All Starts With Leadership
TimeOut! And Action Planner
1:55 – 2:45
2:45 - 2:50
50 Minutes
5 Minutes
You Don’t Need a Title To Be a Leader
2:50 – 3:10
3:10 – 3:20
20 Minutes
10 Minutes
Know The Library’s Purpose
Break and Action Planner
3:20 – 3:45
3:45 – 3:50
25 Minutes
5 Minutes
Know Who The Customer Is
3:50 – 4:10
20 Minutes
4:10 – 4:15
5 Minutes
Position The Library In The Mind
of The Community
4:15 – 4:30
15 Minutes
4:30 – 4:35
5 Minutes
Leverage Technology To Create
and Deliver Value
4:35 – 4:45
10 Minutes
Focus On Outcomes
4:45 – 5:00
15 Minutes
Takeaways and Wrap
Key Thoughts
SESSION 1
Write down your Key Thoughts
from each session. It may be a
thought, a quote, or idea
presented by a speaker.
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Write down the specific steps that are needed to
bridge your Key Thoughts to your Leadership
Objectives
STEP TWO
SESSION 4
STEP THREE
My Leadership Objectives
You Don’t Need A Title
To Be A Leader
Who’s Your Customer?
Write down your objectives for attending
Leaders In Libraries: Choosing To Lead
In Extraordinary Times!
Positioning The Library In
The Mind Of The Community
SESSION 5
Leveraging Technology To
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
What’s Your Purpose?
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
Name an individual that you regard as
one of the world’s greatest leaders.
______________
Pinpoint one characteristic/quality they all have in common.
______________
Shirley Amour
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Toni Garvey – 04
Martin Gomez
Corinne Hill
Melanie Huggins - **01
6 Year Research Project. Leadership Institute at Syracuse University.
Over 4,000 Participants / 1,000 Libraries
Pat Losinski - **10
Susan Nutter – 05
Jean Armor-Polly
Siobhan Reardon
Ken Roberts
Raymond Santiago - 03
Rifka Sass - 06
Louise Schaper - **05
Including 8 Libraries and Librarians of the Year
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology
To Maximize Value
TAKE ACTION/DELIVER VALUE
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Leverage
Library In Mind
Technology
of Community To Maximize Value
What are the internal and external factors impacting your library?:
Political
Economic
Social/Cultural
Technological
WB
Page 4
What are the internal and external factors impacting your library?
Political
Economic
Social/Cultural
Technological
Who are you competing against?
“Organizations need both good managers and strong leaders if
they are to survive and thrive in today’s competitive environment.
However, given the emphasis in recent years on MBA Programs
and management education and on short-term quarterly reports,
many organizations are over-managed and seriously under-led.
Today, our business schools need to develop leaders versus
business managers.”
– Dean George Benson
Terry College of Business,
University of Georgia
Judge – Malcolm Baldridge Award
Never in human history have libraries been as complex
as they are today.
- Complexity requires management.
- Without sound management, complex organizational
systems can become chaotic and ineffective.
- Savvy management is essential to ensuring order and
consistency in complex organizations, ensuring quality,
timely delivery and cost effective programs and services.
Change is coming more quickly than ever.
- Rapid technology change, greater competition, changing
demographics in the workplace, and wildly fluctuating
financial systems all demand a style of thinking and behaving
that emphasize flexibility and innovation, not processes and
routine.
- The real challenge for smart libraries today is to find and
groom people who are both good managers and strong
leaders.
The Difference Between Leadership and Management
Subject
Leader
Manager
Essence
Change
Stability
Focus
Leading people
Managing work
Have
Followers
Subordinates
Horizon
Long-term
Short-term
Seeks
Vision
Objectives
Approach
Sets direction
Plans detail
Decision
Facilitates
Makes
Power
Personal charisma
Formal authority
Appeal to
Heart
Head
Energy
Passion
Control
Dynamic
Proactive
Reactive
Persuasion
Sell
Tell
Style
Transformational
Transactional
Likes
Striving
Action
Wants
Achievement
Results
Risk
Takes
Minimizes
Rules
Breaks
Makes
Conflict
Uses
Avoids
Direction
New roads
Existing roads
Truth
Seeks
Establishes
Concern
What is right
Being right
Credit
Gives
Takes
Blame
Takes
Blames
3X5 Card
 On the left, put the letter of the brief statement that best
describes where you currently work.
 On the right, put the letter of the statement that best
describes where you would like to work.
 The numbers can be the same (lucky you)!
 You can use “H” if you really cannot decide. You can use
“H” on either side or both sides.
Seven Major Organizational Types
“The Passive-Aggressive Organization,” HBR , October, 2005
A: PASSIVE-AGGRESSIVE “Congenial and seemingly conflict free, achieves consensus easily, but
struggles to implement agreed-upon plans.”
B: RESILIENT “Highly adaptable to external market shifts, yet focused on and aligned behind coherent
values, mission, vision, goals.”
C: OUTGROWN “Too large and complex to be effectively controlled by small team, but has yet to
democratize decision-making authority.”
D: JUST-IN-TIME “Inconsistently prepared for change but can rise to an unanticipated challenge
without losing sight of the big picture.”
E: MILITARY-PRECISION “Dominated by small, involved senior team; succeeds through superior
execution and the efficiency of its operating model.”
F: OVERMANAGED “Its multiple layers of management create analysis paralysis and also politicize
decision making.”
G : FITS-AND-STARTS “Contains scores of smart, motivated, and talented people who rarely pull in the
same direction at the same time.”
30,000 Responses
What about you?
Recent Workshop
Now
Future
30,000 Responses








A: Passive Aggressive 27%
B: Resilient 17%
C: Outgrown 10%
D: Just-In-Time 10%
E: Military Precision 4%
F: Overmanaged 9%
G: Fits-and-Starts 8%
H: Inconclusive 15%
3


1


2

A:
B:
C:
D:
E:
F:
G:
H:

X






A:
B:
C:
D:
E:
F:
G:
H:
Where We Are
Where We Want To Be
Where We Are
Where We Are
D: JUST-IN-TIME “Inconsistently prepared for change but can rise to an unanticipated challenge
without losing sight of the big picture.”
G : FITS-AND-STARTS “Contains scores of smart, motivated, and talented people who rarely pull in the
same direction at the same time.”
A: PASSIVE-AGGRESSIVE “Congenial and seemingly conflict free, achieves consensus easily, but
struggles to implement agreed-upon plans.”
B: RESILIENT “Highly adaptable to external market shifts, yet focused on and aligned behind coherent
values, mission, vision, goals.”
Imposing will upon others . . .
“. . . the ability to impress
the will of the leader on
those led and induce
obedience, respect,
loyalty, and cooperation”
 1927 - Steward
. . . Vision and change
“Leadership is about
articulating visions,
embodying values, and
creating the environment
within which things can
be accomplished."
 1986 – Richards and
Engle
Leadership Is:
A Choice We Make, Not the Position We Hold.
The Passion to Make a Difference.
Seeing the Possibilities in a Situation While Others Are Seeing
the Limitations.
Taking Responsibility While Others Are Making Excuses.
The Ability to Make the Dream a Reality.
The Capacity to Care, and In Caring, to Liberate the Ideas,
Energy, and Capacity of Others.
More About How to Be - Not How to Do.
Courage.
“How many of you had someone in your life
that communicated your worth and potential so
clearly that it profoundly influenced your life?”
The process of social influence
in which one person can enlist the aid and support of others
in the accomplishment of a common task.
Leadership is ultimately about creating a way for people
to contribute to making something extraordinary happen.
Ken Blanchard
Larry Bossidy
Jim Collins
Peter Drucker
Jeffrey Gitomer
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Rosabeth Moss Kanter
Mark Sanborn
Russell Simmons
“[Libraries] are human change agents.
Their product is a child who learns,
a young person grown into a self-respecting adult;
a changed human life altogether.”
Donald Trump
Nido Qubein
Ted Turner
-- Peter Drucker – Managing the Nonprofit Organization
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Leverage
Library In Mind
Technology
of Community To Maximize Value
They held no formal authority. No position.
Most people think that leadership is a position.
It isn’t.
Leadership is influence.
Don’t be so dependent upon position or formal
authority.
Use your moral authority, what you know is
right.
You Don’t Need a Title To Be a Leader!
Ken Blanchard
Larry Bossidy
Jim Collins
Peter Drucker
Jeffrey Gitomer
Francis Hesselbein
Level 5:
Level 5 Leader
John Maxwell
Level 4:
Effective Leader
Level 3:
Competent Manager
Level 2:
Contributing Team-Member
Level 1:
Highly Capable Individual
Carolyn Kepcher
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
You Don’t Need a Title to Be a Leader!
Ken Blanchard
Level 5 Leader
Larry Bossidy
Jim Collins
Level 5:
Builds enduring greatness
through a paradoxical blend
of personal humility and
professional will.
Peter Drucker
Effective Leader
Jeffrey Gitomer
Francis Hesselbein
Level 4:
Carolyn Kepcher
John Maxwell
Catalyzes commitment to and vigorous
pursuit of a clear & compelling vision,
stimulating higher performance standards
Competent Manager
Level 3:
Organizes people and resources toward
the effective & efficient pursuit of
predetermined objectives
Contributing Team-Member
Mark Sanborn
Level 2:
Russell Simmons
Contributes individual capabilities to the
achievement of group objectives, and works
effectively with others in a group setting
Donald Trump
Highly Capable Individual
Nido Qubein
Ted Turner
Level 1:
Makes productive contributions through talent,
knowledge, skills, & good work habits
Ken Blanchard
Warren Bennis
Jim Collins
Peter Drucker
Jeffrey Gitomer
Francis Hesselbein
Carolyn Kepcher
John Maxwell
"Leadership is
a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and
taking effective action to realize your own leadership potential.“
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
- Focused much more on the individual capability of the leader.
What Drives Us?
Checklist for Personal Values
This exercise is designed to help you reach a better
understanding of your most significant values.
Step 1: What I Value Most...
From this list of values (both work and personal), select the
ten that are most important to you-as guides for how to
behave, or as components of a valued way of life. Feel free
to add any values of your own to this list.
What Drives Us
Rating system: 1 = very important; 2 = important; 3 = somewhat important; 4 = not important;
5 = definitely not important
Achievement
Advancement
Adventure
Appearance
Authority
Belonging, Connected
Challenge
Communication
Community
Competence
Competition
Consensus
Courage
Creativity
Diversity
Environment
Fairness
Family
Forgiveness
Freedom
Friendship
Health
Helping
Honesty
Independence
Inner Harmony
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
Integrity
Intellectual Status
Intimacy
Knowledge
Money
Neatness
Peace
Perseverance
Personal Growth
Play
Pleasure
Power
Prosperity
Rationality
Recognition
Respectfulness
Security
Self-acceptance, self-respect
Self-control
Serenity
Spiritual Growth
Stability
Teamwork
Tolerance
Tradition
Other __________________
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
Step 2: Elimination
Now that you have identified ten, imagine that you are only
permitted to have five values. Which five would you give up?
Cross them off.
Step 3: Identify Your Core Values
Review your list and select the items that represent
your personal core values – three to five items.
1. ____________
2. ____________
3. ____________
4. ____________
5. ____________
Finally which is the one item on the list that you care most about?
Craig Buthod – 10
Warren Bennis
Mary Dempsey
Kimber Fender
Stephen Covey
Martin Gomez
Corrine Hill
Pat Losinski - **10
Donna Nicely
Susan Nutter – 05
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
Leadership is not formal authority,
leadership is moral authority.
If you are principle-centered, your
opportunities for influence increase;
And if you’re proactive and take
initiative inside your own Circle of
Influence, it will get larger.
This questionnaire asks you to describe yourself as a leader.
For each item, give the number “4” to the phrase that
best describes you, “3” to the item that is next best, and on down
to “1” for the item that is least like you.
1.
My strongest skills are:
______a. Analytical Skills
______b. Interpersonal Skills
______c. Political Skills
______d. Flair for Drama
2.
The best way to describe me is:
______a. Technical Expert
______b. Good Listener
______c. Skilled Negotiator
______d. Inspirational Leader
3.
4.
What people are most likely to notice about me is my:
______a. Attention to Detail
______b. Concern About People
______c. Ability to Succeed, in the Face of Conflict
and Opposition
______d. Charisma
5.
My most important leadership trait is:
______a. Clear, logical thinking
______b. Caring and Support of Others
______c. Toughness and Aggressiveness
______d. Imagination and Creativity
6.
I am best described as:
______a. An Analyst
______b. A Humanist
______c. A Politician
______d. A Visionary
______ PL
______ SY
What has helped me the most to be successful is
my ability to:
______a. Make Good Decisions
______b. Coach and Develop People
______c. Build Strong Alliances & a Power Base
______d. Inspire and Excite Others
______ ST
______ HR
__60__ Total
Lee G. Bolman and Terrence E. Deal. Based on Bolman and Deal’s Reframing the Organization: Artistry, Choice, and Leadership
THE B.A. DAVID COMPANY
The Leadership Orientation Instrument is keyed into four
different conceptions of organizations and of the task of
organizational leadership.
Plot each of your scores on the appropriate axis of the chart below: ST for Structural, HR for Human Resource, PL for
Political, and SY for Symbolic. Then read the brief description of each of these orientations toward leadership and
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
Structural leaders emphasize rationality, analysis, logic, facts and data.
They are likely to believe strongly in the importance of clear structure and
well-developed management systems.
A good leader is someone who thinks clearly, makes the right decisions,
has good analytical skills, and can design structures and systems that
get the job done.
Human Resource leaders emphasize the importance of people.
They endorse the view that the central task of management is to develop
a good fit between people and organizations. They believe in the
importance of coaching, participation, motivation, teamwork and good
interpersonal relations.
A good leader is a facilitator and participative manager who supports
and empowers others.
Political leaders believe that managers and leaders live in a world of
conflict and scarce resources. The central task of management is to
mobilize the resources needed to advocate and fight for the unit’s or
the organization’s goals and objectives.
Political leaders emphasize the importance of building a power base:
allies, networks, coalitions.
A good leader is an advocate and negotiator who understands politics
and is comfortable with conflict.
Symbolic leaders believe that the essential task of management
is to provide vision and inspiration.
They rely on personal charisma and a flair for drama to get people
excited and committed to the organizational mission.
A good leader is a prophet and visionary, who uses symbols, tells
stories and frames experience in ways that give people hope and
meaning.
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
organizations.
STRUCTURAL
23+
19
17
16
14
12
9
10
HUMAN RESOURCE
11 12 13 17+
POLITICAL
24 22 21
19 17 16
11
12
14
16
17
21+
SYMBOLIC
The Physical Structure? The Way People Dress?
The Formal Processes? The Way People Act?
What Implication Is That Having?
Where Would You Like It To Be?
What Implications Would That Have?
Assignment –
Restart Your Job!
How Do Your Customers Want to Deal With You?
What Would the Library Look Like If It Were Created Today?
Be the Change You Want to See!
Managerial Perceptions: What Do Employees Really Want?
Think for a few moments about what you believe employees want in a job:
Rank order the ten factors in Column “A” (1 = most important, 10 = least important).
The Facilitator will provide actual rankings for both managers and employees based on
Research findings - Kovack, K. (1995).
Column “A”
Job Factors
Good Pay
Job Security
Promotion and Growth
Good Working Conditions
Interesting Work
Loyalty to Employees
Tactful Discipline
Full Appreciation of Work
Well Done
Understanding Regarding
Personal Problems
A Feeling of Being In On things
Your
Responses
What managers
believe employees
want
What employees
really want
Managerial Perceptions: What Do Employees Really Want?
Think for a few moments about what you believe employees want in a job:
Rank order the ten factors in Column “A” (1 = most important, 10 = least important).
The Facilitator will provide actual rankings for both managers and employees based on
Research findings - Kovack, K. (1995).
Column “A”
Job Factors
Your
Responses
What managers
believe employees
want
What employees
really want
Good Pay
1
5
Job Security
2
4
Promotion and Growth
3
7
4
5
6
9
6
8
Tactful Discipline
7
10
Full Appreciation of Work
Well Done
8
1
Understanding Regarding
Personal Problems
9
3
10
2
Good Working Conditions
Interesting Work
Loyalty to Employees
A Feeling of Being In On things
Ken Blanchard
Leslie Burger
Jim Collins
Peter Drucker
Tom Fay
Sean Hill
Integration with Stamps.com
John Maxwell
-Reduced paper costs
-Reduced postage
Mark Sanborn
-Reduced staff handling
Russell Simmons
-Faster turn-around time
Pam Sandlin Smith
Nido Qubein
Ted Turner
Lynne Zieher
LOW
COST
INITIATIVE!
Ken Blanchard
Larry Bossidy
Leslie Burger
Peter Drucker
Jeffrey Gitomer
Vice Provost and Director of Libraries
North Carolina State University
Library Journal's 2005 Librarian of the Year
Francis Hesselbein
Carolyn Kepcher
Develop the Leaders Around You
John Maxwell
Core belief: Staff development is the most effective management
tool for library building.
Susan Nutter
Mark Sanborn
“The most important factor in building a library is the people.
It isn't what you are going to do, but who is going to be your staff,
that is important.”
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
“Commit to hire the best people and devote care and attention to
their continuing professional development.”
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology
To Maximize Value
Ken Blanchard
Larry Bossidy
Jim Collins
Peter Drucker
Jeffrey Gitomer
Francis Hesselbein
Carolyn Kepcher
1. What is Your Mission (Purpose)?
John Maxwell
Mark Sanborn
2. Who is Your Customer?
3. What Does The Customer Value?
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
4. What Are The Results?
5. What Is Your Plan?
A Mission is Your Higher Purpose:
It is the broader societal impact you want to have.
- Your Statement of Purpose
- Why You Do What You Do
- The Library’s Reason for Being
- What - in the End - You Want to Be Remembered For
Tip: Make sure your Mission Statement passes the T-Shirt Test!
Blue Cross / Blue Shield – “To Improve the Health of the People We Serve”
The International Red Cross -- “To Serve the Most Vulnerable”
Merck’s Mission is to Improve Human Health.
Disney’s Mission is to Provide Joy.
San Diego Padres – “We are in the Memories Business. We Make Memories”
The B. A. David Company – “Helping People Achieve Success!”
Mission Statements We’ve Heard at Recent “Leaders in
Libraries” Workshops:
“To preserve yesterday, enrich today, and inspire tomorrow,”
Kenton County Public Library, Kentucky
“To give everyone the opportunity to read, learn, and grow.”
Cornwall Public Library, Ontario, Canada
“To strengthen our community and empower our citizens through
free and public access to knowledge.”
Fayetteville Public Library, Arkansas
“To meet the educational, cultural and social needs of our diverse
community by providing quality materials, information and
services.”
Largo Public Library, Florida
“To enhance our citizens lives through convenient services
when, where, and how they need them.”
Topeka Shawnee Public Library, Kansas
“To inspire intellect, curiosity, and imagination.”
Frisco Public Library, Texas
To train intellectually and culturally enriched
individuals to be successful in their careers and
contribute to their communities.
To shape the field of information studies for human
and social benefit.
By:
-Discovering new and vital knowledge about information
-Educating the next generation of leaders in the
information professions
- Developing new scholars who will advance knowledge
Improving society through service and collaboration
- Applying human-centered values to all our work
- Your Statement of Purpose
- Why You Do What You Do
- The Library’s Reason for Being
- What - in the End - You Want to Be Remembered For
What is Your Current Mission?
Write or attach a copy of your library’s current Mission Statement here:
What meaning does this mission have to you?
In what ways has the library furthered the mission?
Does the Mission need to be revisited?
Rate your current mission using the following criteria, then decide whether you believe
It should be changed, and if so, how.
Yes,
Absolutely
o
To Some
Extent
o
Not
At all
o
Is clear and easily understood.
o
o
o
Defines why we do what we do, why the library exists.
o
o
o
Does not prescribe means.
o
o
o
Is sufficiently broad.
o
o
o
Provides direction for doing the right things.
o
o
o
Addresses our opportunities.
o
o
o
Inspires our commitment.
o
o
o
Says what, in the end, we want to be remembered for.
o
o
o
The mission:
Is short and sharply focused.
Should the mission be revisited?
If so, what changes should be considered?
- Your Long-term Aspirations for Your Library
(To be the highest-regarded, the best, the most
sought after…)
- Your Business Goals
- Your Targets
- Your Promise of What You Shall One Day Be
Tip: Vision Statements set the road map for your library. They’re written for you and
other staff members of your library (not written directly for your customers.
New England College
New England College is a creative and supportive learning
community that challenges individuals to transform
themselves and their world.
VISION
To be the premier research and education program
for 21st century information professionals who will apply
the theoretical and practical knowledge necessary
to preserve the past, manage the present, and design the
future.
- Your Long-term Aspirations for Your Library
- Your Promise of What You Shall One Day Be
Tip: Vision Statements set the road map for your library. They’re written for you and
other staff members of your library (not written directly for your customers.
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Kimber Fender
Toni Garvey – 04
Martin Gomez
Corrine Hill
Pat Losinski - **10
Donna Nicely
Susan Nutter – 05
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
http://ebranch-prod.columbuslibrary.org/docs/ebranch/CMLMissionVision.pdf
Richland
County
Enter slide title
here Public Library
► Enter
bulletTHE
text here
ENHANCE
ENGAGE
OUR
TEAM
► Second level
CUSTOMER
● Third level
EXPERIENCE
MISSION
To provide experiences that
Inspire, Inform and Entertain.
VISION:
TO IMPROVE
THE QUALITY OF LIFE
FOR EVERYONE
WHO INTERACTS WITH
THE RICHLAND COUNTY
PUBLIC LIBRARY.
GROW
OUR
CUSTOMER
BASE
VALUES:
- Accessibility
- Personalized Customer
Experiences
- Reading and Literacy
- Lifelong Learning
- Environmental Sustainability
- Partnerships and Alliances
- Diversity
- Trust & Teamwork
- Innovation & Risk-taking
- Talent Development/Leadership
What the Best Do Best
Have Strong Corporate Cultures
- Companies with Strong Corporate Cultures Based on Shared Values Achieved:
- Revenue Growth - Four Times Faster
- Job Creation Growth - Seven Times Higher
- Stock Price Growth - Twelve Times Faster
- Profit Performance - 750% Higher
Corporate Culture - The Practical Articulation of Vision, Mission, Teamwork, Empowerment, Leadership,
Relationships…...
Corporate Cultures Survey of 200 Companies from 20 Industries
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
The B. A. David Company
-
David Bendekovic
-
315.430.1960
-
[email protected]
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology
To Maximize Value
- The demographics of their community / campus
-
Age
Income
Ethnicity / languages
Off-campus / on-campus housing
Size of student body
- The factors influencing the communities they serve.
- Political
- Economic
- Social/cultural
- Technological
What are the internal and external factors impacting your community/campus?
Political
Economic
Social/Cultural
Technological
What are the internal and external factors impacting your target markets?
(Your Customer Situation):
Political
Economic
Social/Cultural
Technological
- How customers/patrons want to deal with you
today.
- What programs and services resonate with
your customers/patrons/communities
Questions:
- What new programs and services do we plan
to offer?
- How do our programs and services stack-up to
our competition?
What Programs and services resonate with your key customers?
What Do My Customers Want?
Revolutionize Your Own Behavior and Remake Your Competitive Position.
Binney & Smith - the Makers of Crayola Crayons and Markers.
Found that When Customers Did Complain, they Usually Complained about Stains
Left in Clothes.
Launched a Research Effort, and Two Years Later Introduced Washable Crayola Crayons.
Results:
Marker Sales Doubled.
Profits Soared.
Applied Same Customer Focus to Educational Market to Produce Similar Results.
CML Research
- Started With Market Segmentation Study
- Identified Three Behavioral Groups
- Help Guide and Prioritize Strategic Plan
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Kimber Fender
Toni Garvey – 04
Martin Gomez
Corrine Hill
Pat Losinski - **10
Donna Nicely
Susan Nutter – 05
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
Which company attained the number-one spot in terms
of return to investors on a dollar-for-dollar basis, of all
U.S. publicly traded companies from 1972 to 2002?
According to a 30-year analysis in Money
Magazine, the winner is:
Southwest Airlines
A $10,000 investment in Southwest in 1972
Would have returned more than $10 MILLION by 2002.
Strategic Mapping:
Southwest Airlines
No Seat
Assignment
No
Meals
Limited
Passenger
Service
Frequent,
reliable
departures
15-minute
Gate
turnarounds
Southwest
The
Low-fare
Airline
High compensation
For employees
Lean, highly
Productive ground
& gate crews
Flexible
Union
contracts
High employee
Stock ownership
No
Baggage
transfers
No connections
With other
airlines
Short-haul,
Point-to-point routes
Between midsize cities
& secondary airports
Limited use
Of travel
agents
Very Low
Ticket Prices
High
Aircraft
Utilization
Standardized fleet
Of 737 aircraft
Bond Issues for
Collection Devel
Funds
Research
Separate Taxing
District
Secure New &
Reliable Funding
Sources
Develop
Fundraising
Programs
Current &
Potential
Foundation
Opportunities
To Be
The Greatest
Library in the
World!
Implement
Advocacy
Campaign
Promote Improved
Image & Rep for
El Paso
Work to
Improve Staff
Salaries
Recruit &
Retain a Diverse
Workforce
Increase
Staff Development
Opportunities
Recruit Additional
Volunteers & Interns
Increase Technology
Capacity for
Service Delivery
Advocacy
Facilities
& Growth
Train
Advocates
Recruit &
Maintain
Network
El Paso Public Library
Vision – Goals – Objectives - Strategies
Resources for
out-placement
services
Offer on-site
Classes / workshops
Provide info in
Employment section
Partner with
HR Departments
PR in
local media
Talk on TV or
radio
Connect the
library with the unemployed
professional
T&E
Opportunities
Chamber
Of
commerce
Connect with
Unemployment
Office
Booth at
Chamber Shows
Job
Fairs
Contribute
articles
Job
Bank
Resources
Target:
Job Hunters Who Never Used Library
Core
Ideology
The
Envisioned
Future
Develop
A
Plan
- Identify Our Core Values
Remain
Fixed
- Develop and Communicate
Our Core Purpose
- Set a Big Goal
- Create Vivid Descriptions of What
It will Be Like to Achieve The Goal
Endlessly
Adapt
- Develop Goals, Strategies, Plans and Actions
- Regularly Review Values, Vision, Goals and Strategies
Ken Blanchard
Larry Bossidy
Jim Collins
Peter Drucker
Louise Levy Schaper
Executive Director
Fayetteville Public Library, Arkansas
LJ 2005 Library of the Year
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
“We became a good library by pretending we already were
one when we were not.
We had a strategic plan, mission, vision, goals, objectives,
and values, but the ‘acting’ part was crucial to making it
all come true.”
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology To
Maximize Value
Positioning Quiz:
1. ____________________
2. ____________________
3. ____________________
4. ____________________
5. ____________________
6. ____________________
7. ____________________
8. ____________________
9. ____________________
Your Library _
10. ___________________
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Kimber Fender
Toni Garvey – 04
Martin Gomez
Corrine Hill
Pat Losinski - **10
Donna Nicely
Susan Nutter – 05
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
CML Research
- Started With Market Segmentation Study
- Identified Three Behavioral Groups
- Help Guide and Prioritize Strategic Plan
Five Customer Segments
Segment
Relevant Communications
School-age Children
- Safe Space to hang out.
- Free, Internet access for surfing, homework.
- Support with school projects.
Income Sensitive Adults
- Free Internet access.
- Free access to information for basic life decisions.
Families with Young
Adults
- Safe, nearby, “kid-friendly” space.
- Family-oriented learning.
- Access to kids books and movies.
Information Gatherers
- Endless supply of books and information.
- Outlet for “unique stuff”.
- Cultural events and classes.
Space Seeking Adults
- Comfortable, unobtrusive place to spend time.
DISCOVER THE LEADER WITHIN!
1. Describe a change you would like to see:
Example: “Communicate to everyone in our community
what an important role the library plays in the lives
of young children.”
2. Write one thing you know to be true about the
situation.
Example: “An overwhelming majority of the people in our
community are unaware of the number of children we help
through the Summer Reading Program.”
3. Describe the action you would take to improve this
situation even if it sounds very ambitious.
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Martha Geier
Francis Hesselbein
Congratulations to our 30,254
Summer Reading Champions!
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
LOW
COST
INITIATIVE!
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Martha Geier
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
LOW
COST
INITIATIVE!
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Martha Geier
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
LOW
COST
INITIATIVE!
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Martha Geier
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
LOW
COST
INITIATIVE!
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Louise Levy Schaper
Francis Hesselbein
Carolyn Kepcher
John Maxwell
Mark Sanborn
Michael Sawyer
Donald Trump
Nido Qubein
Ted Turner
Ken Blanchard
Craig Buthod
Jim Collins
Evelyn Fullmore
Martha Geier
Betsy Kempf
Carolyn Kepcher
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
Discounts With a Library Card!
Shirley Amour
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Toni Garvey – 04
Martin Gomez
Corinne Hill
Pat Losinski - **10
Susan Nutter – 05
Jean Armor-Polly
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
Ken Blanchard
Leslie Burger
Jim Collins
Peter Drucker
Louise Levy Schaper
Kerry McGaith
John Maxwell
Gerry Meek
Mark Sanborn
Russell Simmons
Pam Sandlin Smith
Nido Qubein
Ted Turner
Lynne Zieher
Calgary Public Library
Ken Blanchard
Leslie Burger
Jim Collins
Peter Drucker
Louise Levy Schaper
Southlake Public
Library,
Southlake,
TX
uncommonly friendly service
Kerry McGaith
John Maxwell
Virtual Library Program
Mark Sanborn
LOW
COST
INITIATIVE!
- Online Request and Holds
Russell Simmons
- Items Delivered and Picked Up Through Office Mail
Pam Sandlin Smith
- Company Has Created Reading Rooms
Nido Qubein
- Minimal Delivery Costs and Time Associated with Program
Ted Turner
Lynne Zieher
- Now Accounts for 20% of Total Library Circulation
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Louise Levy Schaper
Francis Hesselbein
Get on the Bus!
Carolyn Kepcher
John Maxwell
- Student Power-Plus Card Program
- Over 100,000 Students
Mark Sanborn
- Received library card imprinted with the student’s name
Russell Simmons
- Distributed directly to the appropriate classroom
Donald Trump
Nido Qubein
Ted Turner
- Also serve as identification for 50% reduction in fare on
public bus system, TARC.
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology To
Maximize Value
Technology Accelerators
Leaders in Libraries Think Differently About the Role Of Technology.
They Never Use Technology as the Primary Means of Igniting a
Transformation – Yet – Paradoxically, They Are Pioneers in the
Application of Carefully Selected Technologies.
Values
At the School of Information, we are committed to making a difference
in the lives of citizens by enabling and supporting the curation,
organization and experience of information in ways that enhance lives.
We believe:
Humans are the center of the information life cycle
Information technologies must serve the needs of their users
Access to information for all citizens is a requirement of a civil society
Information systems should augment human and organizational
capabilities
Information quality raises ethical issues worthy of deep study
Our cultural heritage requires our active engagement in matters of
management, policy and preservation
Ken Blanchard
Jim Collins
Pierce County
Library System
Peter Drucker
Tacoma, WA
Larry Bossidy
Louise Levy Schaper
Francis Hesselbein
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
Lynne Zieher
Changed the Library’s Layout
• Service Triangle
– Holds
– Self-Check
– Service Desk
The Results:
• 70% of circulation is now via
Self Check
• At any time one to two additional
staff people are available
• Provide higher value services
to meet patron needs
• Customer approval rating of 90%
Ken Blanchard
Craig Buthod
Jim Collins
Evelyn Fullmore
Martha Geier
Betsy Kempf
Carolyn Kepcher
“The most exciting and innovative library in Victoria.
Visually stunning, it is the first to be designed on the
concept of a hybrid digital/print library.”
John Maxwell
Christine Mackenzie
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Ted Turner
100% Self Checkout
“wii games, pizza, and cokes”
This Is Not Your Parents' Library:
Bryan Hissong sets up for a Rock Band 2 video game
session in the Westminster Branch of the Carroll
County (Md.) Public Library.
Bryan uses his
Samsung Q1 Ultra
tablet computer to
assist Carleen
MacDonald, 8, and
Dawn Aluise as they
search for the book
Twilight.
Ken Blanchard
Craig Buthod
Jim Collins
Peter Drucker
Louise Levy Schaper
Francis Hesselbein
Carolyn Kepcher
Search the combined catalog of over 150 libraries with
holdings of nearly 3 million books, DVDs and other material.
John Maxwell
Mark Sanborn
Russell Simmons
Donald Trump
Nido Qubein
Rob Zylstra
-
Search for books, CDs and DVDs
Place holds on books, CDs, DVDs and other material
View hold details and cancel a hold
Check book reviews by other visitors
View any charges, fee and fines
Display your account barcode on iPhone or iPod Touch for
easy check-out
Kindle Users to Be Able to Borrow Library E-Books
By JULIE BOSMAN
Published: April 20, 2011
Shirley Amour
Craig Buthod – 10
Malinda Cervantes
Mary Dempsey
Toni Garvey – 04
Martin Gomez
Corinne Hill
Pat Losinski - **10
Susan Nutter – 05
“It’s all about the experience, not the transaction.”
Jean Armor-Polly
Tore down the reference desk.
Siobhan Reardon
Ken Roberts
Rifka Sass - 06
All Staff Have IPod-Touches.
Key Thoughts
SESSION 1
Key Thoughts
My Action Steps
STEP ONE
SESSION 2
Objectives
STEP TWO
SESSION 4
STEP THREE
To Be A Leader
SESSION 5
Maximize Value
SESSION 6
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
SESSION 3
STEP FOUR
STEP FIVE
STEP SIX
My Action Steps
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology To
Maximize Value
Passion: Understanding
what the library stands
for (its core values) and
why it exists (its mission
or core purpose).
What they are
deeply passionate
about
What they can be
best in the world at
Best at: Understanding
what the library can
uniquely contribute to the
people it touches, better
than any other organization
on the planet.
Focus:
Understanding what they
really want and focus
on the outcome versus
problems to move the
library forward.
What they
really want
A Problem Orientation
Focus is on problem;
What we don’t want or like
Problem
Causes one to
React
React
Anxiety
Engages an inner state
of anxiety
Three basic forms of reacting:
Fight, flight, or freeze
An Outcome Orientation
Focus is on vision or outcome;
What we choose to create
Vision
Outcome
Propels one to
take a baby step
Take Next
Step
Passion
Engages an inner state
of passion
WHAT THEY KNOW…
It All
Starts With
Leadership
You Don’t
Need a Title
To Be A Leader
THE RIGHT PEOPLE
The
Library’s
Purpose
Who The
Customer
Is
A CLEAR VISION
HAVE
AN
OUTCOME
ORIENTATION
Position The
Library In Mind
of Community
Leverage
Technology
To Maximize Value
“The great end to life
is not knowledge,
but action.”
Thomas Henry Huxley
1825 – 1895
English Biologist & Educator
David Bendekovic
[email protected]
315.430.1960

July 25, 2011 - Texas Library Association

Transcription

Similar documents

Los Angeles Daily News - El Nido Family Centers

The 1975 Honda CB360T Rebuild Project

SITUATIONAL LEADERSHIP II

Ontario Man named WreckMaster of the year

The performance of the ensemble is first rate

Mid-Valley Chapter

Woodbury_Today_Part_II_Winter_2012

Handout/Worksheet - Management Buckets

Featured in IN-MAGAZINE