Developing Leaders Dr. Ken Haycock Professor and Director School of Library and Information Science San Jose State University June, 2006

You as Leader… Yes, you! Yes, you! You in the fifth row! You in the fifth row! If not you… who? If not you… who?

Leadership 1. Management and leadership: are they different? how? 2. How do you define leadership? 3. What are the characteristics of leaders? 4. Think of leader whom you admire. Why do you respect her or him?

Flowchart For Problem Resolution Dont Mess With It! YES NO YES YOU IDIOT! NO Will it Blow Up In Your Hands? NO Look The Other Way Anyone Else Knows? Youre SCREWED! YES NO Hide It Can You Blame Someone Else? NO NO PROBLEM! Yes Is It Working? Did You Mess With It?

Defined… Great leaders rally people to a better future.

Four Competencies managing attention managing meaning managing trust managing oneself

Leadership Tasks Tasks Skills Skills Attributes Attributes

Leadership Tasks envisioning goals envisioning goals affirming values affirming values motivating motivating managing managing achieving workable unity achieving workable unity explaining explaining serving as symbol serving as symbol representing group representing group renewing renewing

Skills agreement building agreement building networking networking non-jurisdictional power non-jurisdictional power institution-building institution-building politics politics communication communication

Attributes physical vitality and stamina physical vitality and stamina intelligence and judgment in action intelligence and judgment in action willingness, eagerness to accept responsibility willingness, eagerness to accept responsibility task competence task competence understanding of followers/constituents and their needs understanding of followers/constituents and their needs skill in dealing with people skill in dealing with people need to achieve need to achieve

Attributes capacity to motivate capacity to motivate courage, resolution, steadiness courage, resolution, steadiness capacity to win and hold trust capacity to win and hold trust capacity to manage, decide, set priorities capacity to manage, decide, set priorities confidence confidence ascendance, dominance, assertiveness ["inner impulse to leave their thumbprint"] ascendance, dominance, assertiveness ["inner impulse to leave their thumbprint"] adaptability, flexibility of approach ["capacity to reprogram] adaptability, flexibility of approach ["capacity to reprogram] Gardner, John. On leadership. New York: Free Press; 1990

Leadership Are leaders born or can they be developed?

All people need… Security Security Community Community Clarity Clarity Authority Authority Respect Respect

Clarity Whom Do We Serve? Whom Do We Serve? What Is Our Core Strength? What Is Our Core Strength? What Is Our Core Score? What Is Our Core Score? What Actions Can We Take Today? What Actions Can We Take Today?

Discipline! 1. Take Time to Reflect 2. Select Your Heroes With Great Care 3. Practise

Defined… Great leaders rally people to a better future.

To Sustain Success only you can define your measures of personal success… but… to make the greatest possible impact over the longest period of time… Discover What you Dont Like Doing and Stop Doing It

Other Illustrative Pieces… Myers-Briggs Type Indicator. Katherine Briggs and Isabel Briggs Myers Katherine Briggs and Isabel Briggs Myers Now, Discover Your Strengths. Donald Clifton and Marcus Buckingham. Donald Clifton and Marcus Buckingham.

Other Dimensions: The Human Equation Seven practices of successful organizations… research by Harvards Jeffrey Pfeffer Seven practices of successful organizations… research by Harvards Jeffrey Pfeffer

The Human Equation Employment Security Employment Security Selective Hiring Selective Hiring Decentralization: Self-managed Teams Decentralization: Self-managed Teams High Compensation Contingent on Performance High Compensation Contingent on Performance Extensive Training Extensive Training Reduced Status Distinctions Reduced Status Distinctions Sharing of Financial and Performance Information Throughout the Organization Sharing of Financial and Performance Information Throughout the Organization

Leadership Tendencies My MBTI is …. My MBTI is …. My leadership strengths are… My leadership strengths are… My potential pitfalls are… My potential pitfalls are… My suggestions for my own development are… My suggestions for my own development are… The implications for my team may be… The implications for my team may be…

Observations Developing the profile Developing the profile Promoting the organization and community Promoting the organization and community Predictors of success Predictors of success Separating the leaders I Separating the leaders I Separating the leaders II Separating the leaders II

Advocacy Lessons Logical incrementalism… Logical incrementalism… Respect… Respect… Deposits and withdrawals… Deposits and withdrawals… Connecting agendas… Connecting agendas…

Situational Leadership: Three Skills 1.Flexibility: Directive/Supportive 2.Diagnosis: Four Levels 3.Contracting for Leadership Style

Just a note about the San Jose advantage… Conveniently located everywhere! Conveniently located everywhere! Low cost service provider! (Read Nordstrom's not Wal-Mart!) Low cost service provider! (Read Nordstrom's not Wal-Mart!) Executive MLIS cohorts Executive MLIS cohorts Does this matter? Does anyone care? Does this matter? Does anyone care?

Librarians…and their staffs… Develop Strong and Healthy Communities Develop Strong and Healthy Communities Add Value as Community Leaders with a Clearly Defined Niche Add Value as Community Leaders with a Clearly Defined Niche Are: Are: Market-driven Market-driven Customer-focused Customer-focused At the Table At the Table

The Choice Is Yours What kind of leader? What kind of leader? What kind of relationships? What kind of relationships? What kind of impact? What kind of impact? What kind of difference? What kind of difference?

Questions? Issues?

Toward A Plan… Next Steps… Next Steps… Know yourself… Know yourself… Take the opportunities… Take the opportunities… Select a mentor… Select a mentor… Discuss succession management… Discuss succession management…

Dr. Ken Haycock No time to ask your question? No time to ask your question? Concerned about privacy? Concerned about privacy? Need time to think and reflect? Need time to think and reflect?

Feel free to contact me… Dr. Ken Haycock