1. RICHARD MOTT & CHERYL GOULD PLA PRESENTATION MARCH 15, 2012 CREATING A VIBRANT ORGANIZATIONAL CULTURE

2. 2 WHAT WORDS DESCRIBE YOUR LIBRARY’S CULTURE?

3. WHY IS IT CRUCIAL TO SHIFT NOW? Change, change, change Challenges to roles and relevancy Need to redefine ourselves No clear roadmap 3

4. JPL’S EXPERIENCE 4

5. GLOBAL WORKFORCE STUDY SHOWS - BARELY 1 IN 5 EMPLOYEES ARE ENGAGED Engaged – 21% employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Partially-engaged to disenchanted – 71% employees are essentially “checked out” they’re sleepwalking through their workday, putting time, but not energy or passion, into their work. Actively disengaged – 8% employees aren’t just unhappy at work; they’re busy acting out their unhappiness by undermining what their engaged coworkers accomplish.

6. CULTURE OF EXPERTISE Expertise implies Knowing more than Having the right information Having the authority to tell what’s right and wrong Separation between those that “know” and those that don’t A hierarchy

7. CHANGE THE CULTURE, CHANGE THE GAME BY ROGER CONNORS AND TOM SMITH Your current culture may be right for what you’ve needed to do; if you need different results, you’ll need a shift.

8. TODAY’S PLAN Why We Need a Vibrant Organizational Culture What it Looks Like How to Get There 8

9. WHAT SKILLS DO WE NEED TO CREATE A VIBRANT ORGANIZATIONAL CULTURE?

10. Collaborate Authentic Respectful Communication Shared Purpose Active Listening Flexibility/Comfort with Ambiguity Focus on Positive Solutions Let Go of Outcomes/Reframe Failure as Opportunity Confidence

11. We need to move from this: To this:

12. SHIFT TO A VIBRANT ORGANIZATIONAL CULTURE LOOKS LIKE THIS… Reactive to creative Individual to team achievement What’s wrong to what’s right Experts to collaborators Challenges to opportunities “My job is…” to “Customer’s needs” Compliance to engagement 12

13. REALITY CHECK 13

14. IF YOU KEEP DOING WHAT YOU’RE DOING, YOU’LL KEEP GETTING WHAT YOU’RE GETTING Too often leaders try to change the way people act without changing the way they think or what they believe. As a result, they get: compliance, but not commitment involvement, but not investment progress, but not lasting performance

15. HOW DO WE GET FROM HERE TO THERE? Experiences create Beliefs Beliefs create Actions Actions create Results If you’re not happy with the results, you need to change the experiences!

16. STEPS TO A VIBRANT ORGANIZATIONAL CULTURE 1.Envision the change 2.Plan for success 3.Assess current state 4.Create a shared language and vision 5.Train on behavioral skills 6.Reinforce with process changes 7.Evaluate 16

17. 1. ENVISION THE CHANGE 17 chanpipat / FreeDigitalPhotos.net

18. 2. PLAN FOR SUCCESS 18

19. 2. PLAN FOR SUCCESS Start from a model Leadership Challenge 10 Steps to a Learning Organization Five Dysfunctions of a Team Create your own 19

20. JPL’S PROGRAM DESTINATION LEADERSHIP Based on The Leadership Challenge, by James Kouzes and Barry Posner 1.Model the Way 2.Inspire a Shared Vision 3.Challenge the Process 4.Enable Others to Act 5.Encourage the Heart 20

21. 3. ASSESS CURRENT STATE Samples from the 30-question “Leadership Practices Inventory” Rate how frequently the subject … 1.Follows through on commitments 2.Supports decisions others make 3.Experiments and takes risks 4.Finds ways to celebrate accomplishments 21

22. 3. ASSESS CURRENT STATE Establish a baseline for measuring effectiveness: JPL is a place where people … 1.Follow through on commitments 2.Support decisions others make 3.Feel free to experiment and take risks 4.Celebrate accomplishments 22

23. WHAT SKILLS DO WE NEED TO CREATE A VIBRANT ORGANIZATIONAL CULTURE? Collaborate Authentic Respectful Communication Shared Purpose Active Listening Flexibility/Comfort with Ambiguity Focus on Positive Solutions Let Go of Outcomes/Reframe Failure as Opportunity Confidence

24. 4. CREATE A SHARED LANGUAGE AND VISION Everyone must be informed All staff day? Show them you mean it by modeling the shift Integrate into: Performance reviews Meetings Hiring Scheduling 24

25. 5. TRAIN BEHAVIORAL SKILLS 25

26. NOT YOUR GRANDMOTHERS TRAINING ;) Create experiences People need permission to practice new behaviors Ask more then you speak Simple activities with big impact Learning can be fun 26

27. LISTEN MORE THAN YOU SPEAK Don’t be distracted Don’t interrupt Give nonverbal feedback Don’t assume you know what they are saying Ask questions for clarification Respond instead of react

28. 6. REINFORCE WITH PROCESS CHANGES Updated job descriptions and hiring questions Change in performance evaluations Individual Action Plans Recognition Refresh Training Coaching Feedback mechanism 28

29. 29 COMMITMENT MEMO Today’s Date To: [your partner] From: Re: My Leadership Development Actions To continue improving my capabilities as a leader, I commit to take the following actions over the next twenty-one days: _________________________________________________ To get the process started, tomorrow morning I will take this first step: _________________________________________________ Sign your name: Phone number: E-mail address:

30. RECOGNITION 30

31. 7. EVALUATE Pre and post assessment Measure annually Use all staff day to discuss Give opportunity for staff to give feedback 31

32. KEYS TO SUCCESS Change the experiences Leaders who model the way Long-term commitment Buy-in at all levels Reinforcement Use fundamentals of change Evaluation of progress/continuous improvement 32

33. BENEFITS OF A VIBRANT ORGANIZATIONAL CULTURE Once accomplished will save time and possibly increase library support as more innovative ideas are put into practice. People will love coming to work Get other agencies to look to the libraries and say, “How did they do that?” Libraries will be the place that models the spirit of “yes” which will change the world.

34. NOT THE END BUT THE BEGINNING Thanks for joining us Richard Mott – rmott@coj.net Jacksonville Florida Public Library Cheryl Gould – cheryl.gould@gmail.com Fully Engaged Libraries 34