Presentation is loading. Please wait.

Presentation is loading. Please wait.

Implementing Change When You're Not In Charge Thursday, January 28, 2010 12:00 noon to 1:00 p.m. Presenters: Brian Guenther, Kathy Middleton, & Katharine.

Similar presentations


Presentation on theme: "Implementing Change When You're Not In Charge Thursday, January 28, 2010 12:00 noon to 1:00 p.m. Presenters: Brian Guenther, Kathy Middleton, & Katharine."— Presentation transcript:

1 Implementing Change When You're Not In Charge Thursday, January 28, :00 noon to 1:00 p.m. Presenters: Brian Guenther, Kathy Middleton, & Katharine Miller This material has been created for the Infopeople Project [infopeople.org], supported by the U.S. Institute of Museum and Library Services under the provisions of the Library Services and Technology Act, administered in California by the State Librarian. This material is licensed under a Creative Commons 3.0 Share & Share-Alike license. Use of this material should credit the author and funding source. Eureka! Leadership Institute webinar

2 Brian Guenther, Fresno County Library Kathy Middleton, Contra Costa County Library Katharine Miller, El Dorado County Library 2009 Eureka! Leadership Institute Fellows

3 There is more to life than what you're living. So take a chance and face the wind. An open road and a road that’s hidden, a brand new life around the bend. The nights are long but you might awaken, to a brand new life, brand new life, brand new life around the bend. - Larry Carlton, Robert Craft, Martin Cohan and Blake Hunter

4 Leading change: There’s more to life than following Leadership challenges: Take a chance and face the wind Leader: A brand new life

5 There’s more to life than following

6 Managers administer are a copy maintain focus on system and structure rely on control accept reality have a short-range view asks how and when eye always on the bottom line imitate accepts the status quo classic good soldier do things right Leaders innovate are an original develop focus on people. inspire trust investigate reality have a long-range perspective ask what and why eye on the horizon originate challenge status quo are his or her own person do the right thing From: On Becoming a Leader by Warren Bennis (2009)

7 Efficiently reduced costs / boss tells you what to do Give up responsibility, gain stability Institutions that were considered stable were once able to thrive because the world was more stable The duty of the manager was to preserve the status quo, maintain stability in a stable environment. From: Tribes: We Need You to Lead Us by Seth Godin (2008)

8 “Growth comes from change and light and noise” – Seth Godin New technology means that change happens faster than ever Also means that it is easier than ever to gain followers and lead them

9 “People who lead – whether or not they have a title – strive to make things better.” - Mark Sanborn, You Don't Need a Title to Be a Leader (2006)

10 Take a chance and face the wind...

11 Challenge 1: How to Develop New Belief Systems Challenge 2: How to Focus on Shared Challenges Challenge 3: How to Become a Co-Creating Culture Create a cultural shift within your organization that emphasizes WE-thinking over the dominant form of I-thinking. From: Creating WE by Judith E. Glaser (2005)

12 When people are afraid to speak up and express frustrations, unhealthy behavior patterns emerge Finger pointing Making someone else the cause of your distress Telling a third person about your anger, instead of the person you’re mad at From: Creating WE by Judith E. Glaser (2005)

13 1. Create a neutral space for change 2. Realize the power of speaking up 3. Discover the courage to ask and the courage to listen 4. Build skills to handle conflict and complexity From: Creating WE by Judith E. Glaser (2005)

14 What do you perceive your level of influence to be? What do you want your level of influence to be? What behaviors will you implement to close the gap between your perceived level of influence and your desired level of influence? From: Leadership Simple by Morris and Morris (2003) From: Leadership Simple by Morris and Morris (2003)

15 When stuck in a gap we have three areas of leverage 1. We can change our perception 2. We can change what we want 3. We can change our behavior From: Leadership Simple by Morris and Morris (2003) From: Leadership Simple by Morris and Morris (2003)

16 Use the Procedures That Lead to Change 1. 1.What do I want? (Wants) 2. 2.What am I going to do to get it? (Behavior) 3. 3.Is it working? (Perception) 4. 4.What else can I do? (Alternative behaviors) 5. 5.What will I do? (Planned behaviors) From: Leadership Simple by Morris and Morris (2003)

17 Vision Courage Ability to make things happen through others With contributions from Eureka! 2009 mentors who were asked: "Share one way you create an environment where change can thrive."

18 Having a vision for the library is critical. Know what the library should be and how it fits in the big picture if you want to move the library forward. If you can state your vision succinctly and inspire others to share it, you can focus the energy into action. Baker, S. “Leading from below Or, Risking Getting Fired.” Library Administration & Management 9(4).

19 If you want an environment of change you have to provide people with good information and opportunities for being a part of the change. First approach Keep people informed with frequent communication Revisit pilot programs after a few months to see how well things are working and what needs to change. Second approach Ask specific questions, get feedback, invite participants back to view feedback, collaborate, prioritize. For example... Stacey Aldrich, Eureka! 2009 mentor

20 Meet with sections of the library and have them answer: What products and services: do we provide? should we provide? do we dream of providing? Then: post the results of this mind map invite everyone to view the map Finally: prioritize products and services Stacey Aldrich, Eureka! 2009 mentor

21 A great leader: is not afraid of change promotes the experimental and treats the workplace as a laboratory ensures there is no possibility of retribution, because there is no such thing as failure Valerie L. Maginnis, Eureka! 2009 mentor

22 Encourage people to ask embarrassing questions. Quiz ourselves on why we do things. Ask the difficult questions to get us thinking in a new way. Look to non-library organizations for new ways of doing things. Jan Sanders, Eureka! 2009 mentor

23 Don’t assume you’re the smartest one in the room. Staff have expertise, wonderful ideas and are passionate about making things happen. By creating opportunities to be open, to listen, and to facilitate the generation of new ideas, change can grow naturally, carried forward by people who are the most passionate about making it happen. Critical questions must be asked, but have a “let’s try it” attitude. Derek Wolfgram, Eureka! 2009 mentor

24 Do you ever feel like it’s easier to do a job yourself? Don’t do it. Coach others to act independently and effectiveness is increased. Inspire others to do, rather than doing it yourself. Baker, S. “Leading from below Or, Risking Getting Fired.” Library Administration & Management 9(4).

25 Identify strengths of potential leaders. Draw on the skills of others. A good leader understands that information comes from other directions than just the top. Baker, S. “Leading from below Or, Risking Getting Fired.” Library Administration & Management 9(4).

26 The success of any change relies a lot on ownership. Trust others to connect the dots. Encourage others to make connections between new ideas or changes with things they already know. Exhibit acceptance; talk with people not at them. Joan Frye Williams, Eureka! 2009 mentor

27 Encourage people, across the depth and breadth of the organization to lead through committees or task teams, regardless of any “formal” position of leadership. Passion or interest in topic required Open to all levels of staff: part time, full time, principal librarians Jan Sanders, Eureka! 2009 mentor

28 You are. With vision, courage, and the ability to make things happen through others.

29 Stacey Aldrich Joan Frye Williams Valerie L. Maginnis Jan Sanders Derek Wolfgram

30 Baker, S. “Leading from below or, Risking Getting Fired.” Library Administration & Management 9(4). Bennis, W. (2009). On becoming a leader. New York: Basic Books. Glaser, J.E. (2005). Creating WE: Change I-thinking to WE- thinking & build a healthy, thriving organization. Godin, S. (2008). Tribes: We need you to lead us. New York: Portfolio. Morris, S., & Morris, J. (2003). Leadership simple: Leading people to lead themselves. Santa Barbara, CA: Imporex International Inc. Sanborn, M. (2006). You don't need a title to be a leader. New York: Doubleday.

31 Recouping Your Mojo Presented by Amanda Jacobs Foust, Marin County Library Yuri Kenney, County of Los Angeles Public Library Shawna Sherman, Hayward Public Library Thursday, February 25, 2010 Noon to 1:00 p.m.


Download ppt "Implementing Change When You're Not In Charge Thursday, January 28, 2010 12:00 noon to 1:00 p.m. Presenters: Brian Guenther, Kathy Middleton, & Katharine."

Similar presentations


Ads by Google