Understanding the Dynamics of Change Leadership

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1 Understanding the Dynamics of Change Leadership Presented by: Anne Marie Madziak, SOLS OLA Super Conference January 28, 2015

2 It s imperative that we in libraries get good at change!

3 How organizational change happens strategic plan policies & procedures structures finances programs relationships beliefs people culture values emotions

4 What it takes to be successful Capacity Readiness Change Leadership

5 Change leadership

6 Some things to understand about leading change You can t do it alone it has to be a collective and cohesive effort You need a big, compelling goal that s about making the future better Change is messy, full of surprises and missteps; Tenacity will keep you focused on the long view! Change happens from conversations that ignite action and actions that are rooted in conversation

7 Some things to understand (cont d) The human brain is hard-wired to resist change If individuals feel threatened or excluded they cannot be creative or collaborative Inviting play is the best way to enable creative emergence A commitment to communicating relentlessly will serve you well A few guiding principles are helpful

8 Some things to understand (cont d) An organization is only as resilient as its people Learning is the core behaviour that makes change possible You can t wait for the perfect plan; you have to start doing something, testing, tinkering and fixing as you go Mistakes are inevitable and valuable Create and celebrate small successes along the way!

9 Beckhard & Gleicher/Dannemiller Change Equation (1960s/70s/80s) D x V x F/C > R D Dissatisfaction with the status quo V Vision of possibilities for the future F/C [First] Concrete steps taken in the right direction (toward the vision) R Resistance to change

10 Two spaces we need to understand:

11 Capacity What will it take to achieve your big, compelling goal?

12 What makes up capacity? Financial resources Relationships Staff competencies Technology Facilities Other?

13 Relationships

14 Staff competencies Libraries have turned to competency-based human resource management systems to align their human resource practices with their organizational goals and objectives. By basing the human resource functions of recruitment, selection, appraisal, training, and succession planning on a competency model, organizations are ensuring that there is a closer connection between organizational success and individual performance. Donna C. Chan, The Future is Competencies: Competency- Based Human Resource Management in Public Libraries.

15 SOLS Competencies Index

16 5 categories 4 skillsets

17 Learning & Growth Mindset: 4 competencies Pursues a commitment to self-directed learning Manages ongoing development of competencies & advancement of career Anticipates and adapts to change with a sense of optimism and opportunity Pursues creative and innovative approaches to library service

18 4 Steps to Create a Learning Path

19 Readiness

20 Strategies for surviving organizational change: Welcome change as an opportunity to build a better future Recognize your own resistance and choose to act in ways that are healthy and helpful; strive for resilience Grow mutually empowering, caring relationships with colleagues Cultivate a sense of self-efficacy and initiative; resist powerlessness Ask questions with genuine curiosity

21 Strategies (cont d): Use exemplary service as your compass and know how your work fits with the big, compelling goal Engage in conversations that help make sense of the changes and involve you in creative problem solving Practice being playful; take risks Be prepared to experiment and tinker to find what works Seek balance and vitality!

22 PERMA: P Positive emotion E Engagement R - Relationships M Meaning A Achievements Martin Seligman, Positive Psychology Center, University of Pennsylvania

23 The ABCD Strategy: Adversity Consequences Beliefs Dispel!

24 What it takes to be successful Capacity Readiness Change Leadership

25

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