(106 studies over 27,103 individuals)

Transcription

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2 (106 studies over 27,103 individuals) 2

3 Think about the various changes going on in your own libraries. Some are large, widespread changes. Others will be smaller and more localized. 3

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5 Storytime. You become a library manager and put on your library manager hat. You are dumped into an organization of constant change, Perhaps your colleagues, staff, and superiors are not as enthusiastic as you had hoped/expected. 5

6 Expected and unexpected discomforts. Attrition. The difficulties of working closely and sharing space with others who all have their own goals in mind. Teambuilding, goal setting, buy- in, negotiations. 6

7 Just when you think you are done importance of planning for transitions, separations so they can be done skillfully, without falling over. 7

8 As triathlete not completely accurate, since managing change is also somewhat of a team sport, but it starts with individual discipline, and gives us a foundation for moving forward. Especially useful for thinking about: thinking about the long view as opposed to just- right- now; highlights the importance of training and preparation potatohood. So you cant expect yourself or your staff & colleageus to be able to absorb and effect the necessary change without some preparation. Transitions between stages important. Concentration of effort ( quote, next slide), and knowing beforehand which race you are running (2 slides from now). Additionally: the idea of sustenance your staff need something to keep them going. As manager feedback, support, resources, training, sometimes just an ear, and sometimes an oar. 8

9 What can you work harder at with existing resources? Where do you need to work not harder, but better/smarter? (Example: ILL) Where can you build skill? Where can you build talent? Are you concentrating your efforts in the right areas? What can you do right now, and what will you have to plan on taking time? As an individual, are you better at working hard, or smart? What about your team? How can you create balance? 9

10 Not every race is the same. 10

11 The trick to being a library manager and handling change effectively is to draw from a number of different skill sets. Some of those involve solo sport skills, some involve dealing with the dynamics of team sports. 11

12 Go in with a game plan, just like football: a group of individuals who have decision making authority as a certain level, and a coach who provides guidance. The trick is that everyone needs to be clear on what their role is. If your right tackle (who is get flattened. your job to make sure everyone knows what their part in the play is. 12

13 Without a clear destination, you have no way to plan for necessary skill, technology, workflow, or personnel changes. You need some sort of map. The more specific the better, but something is better than nothing. Without an end in mind, how can you what outcome are 13

14 In order to properly assign people, you have to know your team members. To tap - member exchange theory that and each follower. (or have other team leaders like department head and supervisors, depending on how large a team youre After knowing where you want to go, knowing your players, their skill levels, and where they are in relation to where you want to take them is a prerequisite for step 2. Assuming all of your players are at the same skill, enthusiasm, sanity, and readiness 14

15 Knowing where you are, and where you need to get to, how do you make sense of the messy in- between piece? are looking for. 15

16 If the only tool you have is a hammer, everything looks like a nail. (Example Andrea and relational databases). Different avenues (costly and free) to develop staff skills. Go in as a consortium partner, pigggyback on existing training contracts at university, system, county or state level 16

17 migration]. Reporting; Assessment; Revision & revisiting. memory, the next time you do something similar, youll be starting from scratch, or anecdata 17

18 Hurdles to both planning for and implementing change. It is your job as manager not just to overcome those hurdles, but to actually acknowledge them, and figure out how to maneuver around (over?) them. It can be difficult to solicit reactions when you keep moving forward. 18

19 of fair play is a very important one when when youre managing change. Some departments will be hit harder than others; some staff members will shoulder more of the brunt than others. How is this fair? Based on fair interactions and fair procedures. Those willing to do more work and take on more challenge are the in- group, those unwilling are the outgroup. KEEP DOOR OPEN. - team players or the disinterested? If I say, who are your go- to people, do people immediately come to mind? Are they also the folks that if they need a little extra legal flexibility, you would ingroup outgroup relationships. 19

20 One of your biggest hurdles is going to be time. Have you ever thought life would be easier if there were two or three of you? You have to balance what is urgent with what is important. THEY ARE NOT THE SAME. (Activity have them build their own matrix, and add activities to each category that affect them in their own management lives). Ex committee meetings, relationship building & maintenance, etc. Ask for up with. Then ask what quadrant they spend most of their time in. for most it is Urgent- Unimportant or urgent- Important, and neglect Important- Unurgent, which is really the essential space. 20

21 Present them with a major change scenario: academic library asked to manage public library with little notice to either party and some bad assumptions by politicians. What jumps out as issues? What are things they can control vs not? (general scenario) Note 1: The Mayor wants to leave a great legacy management and practices Note 3: The Mayor & Chancellor decide to involve Local U. Library Note 4: Everyone forgets to tell Local U. Librarians until wheels are in motion Note 5: Muckety mucks decide to leave public library out of discussion 21