welcome to overcoming the silent barriers-- living leadership values from the inside out
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WELCOME TO Overcoming the Silent Barriers-- Living Leadership Values From the Inside Out. Panelists. Francine Carlin, Principal, The Performance Partnership. North Vancouver City Library. John Black, Librarian, Collections & Info Services. Karen Coyne, Senior Clerk, Children’s Services. - PowerPoint PPT PresentationTRANSCRIPT
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WELCOME TOWELCOME TO
Overcoming the Silent Overcoming the Silent Barriers--Barriers--
Living Leadership Values Living Leadership Values From the Inside OutFrom the Inside Out
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Panelists
Francine Carlin, Principal,
The Performance Partnership
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North Vancouver City Library
Jane Watkins,
Chief Librarian
John Black, Librarian,
Collections & Info Services
Karen Coyne,
Senior Clerk, Children’s Services
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Program OverviewTo share our experience of the importance of acknowledging,valuing and dealing with issues relating to organizational culture to achieve your Vision and effectively lead and manage change.
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The Context
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Our Vitals• Serving a population of 46,000• Single site library system – the Heart of the
City• Open 69 hours per week• 43 staff 30 FTE’s (Unionized)• 100,000 items• Circulation + 600,000 items per year• 14,000 square feet • New 35,000 square foot facility planned
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Our VitalsEveryday on average:
• 1,400 people visit the library
• 1,800 items are checked out, and 1,800 items are checked in and shelved
• 75 reserves are processed
• 175 information inquiries are answered
• 100 children attend literacy based programs
• 375 sessions are booked on Internet stations
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Background
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• New director hired 1999
• Clear mandate to modernize operations, build relationships with Library Staff, City Staff, Council and the community
• Lead the process to expand/build a new library facility
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First Impressions
• No leadership from the top
• No vision
• No standards or expectations of performance
• No effectiveness, efficiency measures
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• Strong informal leaders that did not work together
• Bitter infighting and longstanding inter-personal conflicts
• Glass half empty mentality
• No pride in place of employment
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• Dark, crowded, disorganized environment
• Services set up for the convenience of the staff not the customers
There was a lot to do!
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Transforming the Organization
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• Space Needs Analysis•Vision•Roles established•Need for new library facility established
• Strategic Plan Revised and Updated• Operational Review conducted and
implementation plan established
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Key Recommendations
• Measure all activities by asking “What business are we in?”
• Move from a task oriented to a customer focused organization
• Address duplication of effort and rationalize division of tasks
• Restructure staffing complement to public service
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Transforming & Marketing Our Image
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• Modernized our look with new logo
• Established a Customer Newsletter
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Transforming the Staffing Structure
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• Rationalize departmental tasks and where possible reallocate staff to public services
• Revisit organizational structure with each resignation and retirement
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Transforming the Library Environment
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Seismic Upgrade
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From Overcrowded & Disorganized
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To Clean
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Clearly Labeled
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A Splash of Colour Brightened the Environment
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From Hidden Service Point
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To Service Points Clearly Accessible and Always
Staffed
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From Underwhelming New Materials Display
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Exciting Displays That Tempt and Please Our
Customers
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From Uninviting Seating
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To “A Room With a View”
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Age Appropriate Furniture
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From Crowded Public Computer Workstations
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To Customer Friendly, Personal Stations
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Self-Service Features
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Self-Service Features
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Self-Service Features
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Self-Service Features
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We had:
• Employed all the proven management strategies
• Included staff in all these processes
• Held change management workshops
…It still wasn’t enough.
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Transforming the Organization’s Culture
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What To Do?• Address culture shock
• Gain Senior Staff buy in and team commitment
• Gain staff support to achieve the common goal of delivering excellent library service
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Enter Francine
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Where to Begin???Where to Begin???
Facing cultural patterns imbedded overtime
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BUILDING TRUST & BUILDING TRUST & RESPECTRESPECT
SENIOR STAFF
STAFF
The key to shifting The key to shifting negative cultural patternsnegative cultural patterns
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BUILDING TRUST & BUILDING TRUST & RESPECTRESPECT
Process:• Subtle, experiential and internal• Addressing the silent barriers
• hurt feelings, history, anger• Building positive relationships• Creating a safe environment
Focus On:
• Authentic communications--own and express feelings• Listening to hear• Confidentiality• Acknowledging individual worth
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Senior Staff Leadership LabCreating A Leadership Team Takes Practice:
1. Relationship Building
• Addressed long standing interpersonal issues
• Strengthened relationships through self-discovery
• Dealt with vulnerable issues around being a leader
• Introduced ‘Emotional Intelligence’ components of self-management and self-awareness
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Senior Staff Leadership Lab
2. Leadership Skills Building & Practice• Regular leadership ‘check-ins’• Established team vision, values• Identified individual leadership styles• Conducted leadership self-assessment • Participated in peer reviews• Developed personal learning plans• Commitment by the Chief Librarian to facilitate practice of the learnings in between Lab Sessions
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John’s Perspective
• Where we’d be if we hadn’t participated
• On being customer focused
• Listening as a leadership tool
• Personal reflections
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Staff Team Learning Lab1. What’s Working, What’s Not?
• Each department and each individual invited to talk openly w/o fear of repercussion
• People could really vent• Facilitator reports outcomes to management
2. Deepen Trust and Respect Between Departments and Among Individuals
• Identify what’s needed to be successful• Greater information sharing regarding change
initiatives• Identified departmental roles and responsibilities• Encouraged personal ownership of attitudes and
behaviors
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Staff Team Learning Lab
3. Team Learning SkillsTeam Learning Skills
• Authentic communications
• Active listening
• Practicing teamwork
• Dealing with conflict
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Karen’s Perspective
• What Is Was Like Before the Change Process
• Describes the Experience of Going Through the Change Process
• The Library Environment Today
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Coming Together
On Being Customer Focused
• Explored what it means to be customer focused
• Examined how being customer focused impacts staff roles and responsibilities
• This program symbolized the shift to a shared vision for the Library
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Transforming blaming and complaining & we vs.
they --- into working positively together.
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Transforming the Transforming the culture culture
is a work in progress, is a work in progress,
one day at a timeone day at a time.
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SELECTED READINGS ON LEADERSHIP, CHANGE & TEAMS
1. Leading Change, John P. Kotter; Harvard Business School Press, 1996
2. The Heart of Change, John Kotter & Dan Cohen, Harvard Business School Press, 2002
3. Managing Transitions: Making The Most Of Change; William Bridges; Addison-Wesley Publishing; 1991
4. Deep Change Ğ Discovering The Leader Within; Robert E. Quinn; Jossey-Bass, 1996
5. Who Moved My Cheese? Spencer Johnson; Putnam, 1998
6. Leading In A Culture of Change; Michael Fullan; Jossey-Bass; 2001
7. The Dance of Change: A 5th Discipline Resource; Peter Senge, et al; Doubleday Books, 1999
8. The Change Monster: The Human Forces That Fuel or Foil Corporate Transformation & Change Jeanie D. Duck, Crown Press; New York 2001
9. Managing At The Speed of Change; Daryl R. Conner, Random House, 1992
10. Beyond Change Management Ğ Advanced Strategies For TodayÕs Transformational Leaders; Dean & Linda Anderson; Jossey-Bass; 2001
11. Clear Leadership, Gervase Bushe 2001.. Davis-Black Publishing, CA.
12. Managing Oneself. Peter Drucker, March-April 1999. Harvard Business Review
13. Leadership That Gets Results. Daniel Goleman, March-April 2000. Harvard Business Review:
14. Primal Leadership: Realizing the Power of Emotional Intelligence. Daniel Goleman, and Richard Boyatzis and Annie McKee. 2002Boston: Harvard Business School Press.
15. The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations James Kouzes and Barry Posner, 1995.. San Francisco: Jossey-Bass.
16. The Wisdom Of Teams; Creating The High Performance Organization; Jon Katzenbach & Douglas Smith; Harper Business; 1994
17. Working With Emotional Intelligence; Daniel Goleman; Bantam Books; 1998
(June 2004)