Transitioning to leadership & management roles

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Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions

Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions

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  • 1. ì SLA Annual Conference 2012 SLA  Conference  2012     Transitioning  to  Leadership  &  Management      Rebecca  Jones  Dysart  &  Jones  Associates  rebecca@dysartjones.com  905.731.5836  
  • 2. Focus  for  today   Transioning   Role    Tendencies   Planning   Movang  Environment       What you will be tomorrow, you are becoming today. Jim Clemmer
  • 3. ì  Form  follows  funcon  ì  Roles  dictate  the  skills   required  ì  Skills  can  only  be  learned   through  pracce  ì  We  will  discuss  skills  ì  You  will  learn  these  on  the   job  
  • 4. New  managers  need  to  know:  ì  How  to  assert  themselves  as   ì  That  the  world  will  not  end  if   leaders  today  when  they   they  delegate.   were  colleagues  yesterday.   ì  That  polics  are  all  about  ì  How  to  determine  priories.   relaonship  building.   ì  That  balancing  needs  and  ì  How  to  manage  “up”.   expectaons  with  realisc  ì  That  people  come  first…if   budgets  can  only  be  learned  on   staff  isn’t  on  board,  you  will   the  job.     never  succeed.     ì  That  doing  too  much  will  ì  How  to  get  the  point  across   ulmately  become  too  much.   –  now.   From CEO’s & managers in a variety of settings.
  • 5. Transition  ToolKit   Role   Commun- Politics ication Managing & Leading Motivating Planning Environment Learning
  • 6.   Some  favourite  sources:     u  Harvard  Business  Review  blog  www.hbr.org     u  Hill,  Linda.    Becoming  a  Manager.    Harvard,  2003   u  Sheldon,  Brooke.  Interpersonal  Skills,  Theory  &  PracQce   u  Mintzberg  &  Gosling,  “Five  Minds  of  a  Manager”  HBR  Nov  2003   u  Managers  Toolkit:  The  13  Skills  Managers  Need  to  Succeed.       Harvard,  2004.     u  Watkins,  Michael.  The  First  90  Days:  CriQcal  Success  Strategies  for   New  Leaders.    Harvard,  2003   u  Ury,  William.  Power  of  a  PosiQve  No:  How  to  say  NO  and  SQll  get  to   YES    
  • 7. ìRole  
  • 8. Mintzberg  on  Managers’  Role   ChangeOrganization Contexts Relationships Self
  • 9. ì Contexts   Role  Tendencies   Relaonships  
  • 10. The  First  90  Days   Furious  ac*vity    is  no  subs*tute   ì  Personal  disciplines:    for  understanding.   ì  Plan  to  plan   ì  Defer  commitment     H.H  Williams   ì  Schedule  me  for  priority  goals   ì  Go  to  the  balcony  to  review   situaon   ì  Use  transparent  processes   ì  Reflect  on  how  you’re  doing   ì  Take  breaks   ì  Build  &  maintain  relaonships   Research  by  Michael  Watkins  
  • 11. Establish,  impart  &   Create  &  maintain  a   implement  a  vision  &   producve  &   strategies  that  make   Embrace  ambiguity   movang  work   your  organizaon   environment   indispensable     Critical  Skills       There  -­‐  simple  enough?    
  • 12. As  management  ì  Your  current  role   incorporates  leadership,   management  &  supervision  ì  You  do  things  with  people,   not  to  people  ì  You  work  up,  down,  across  &   beyond  the  organizaon  ì  You  are  responsible  for   strategies,  iniaves  &   implementaon    
  • 13.            “Leaders  do  not  sit  in  the  stands  and  watch…….or  subs*tute  for  the  players.                   Leaders  coach.    They  demonstrate  what  is  important  by  how  they  spend   their   *me,   by   the   priori*es   on   their   agenda,   by   the   ques*ons   they   ask,   by   the   people   they   see,   the   places   they   go,   and   the   behaviors   and   results   that  they  recognize  &  reward.”                       The  Leadership  Challenge                                                  Kouzes  &  Posner  
  • 14. Your  boss  role?           When new leaders falter it’s usually because they “concentrate on doing more of what they have done to succeed…they typically spend too little time cultivating important relationships, especially with their bosses.” Almost Ready: How Leaders Move Up, Harvard Business Review, January 2005
  • 15. Regular,  effecve  interacons   to  understand  their:   ▫  Percepon  of  the  situaon   ▫  Style  &  strengths   Manage  the  management   ▫  Preferred  communicaon   relationship   mode  Don’t   blame   predecessors   or  the  past     Draa  a  situaon  analysis  within  No  surprises  for  superiors   first  3  weeks  as  discussion     framework  for  goals  &  sebng  Negoate   –   expectaons,   expectaons   m e l i n e s ,   a p p r o a c h e s ,    resources    
  • 16. Tendencies  ì  Understand  how  you  see  the  world,   and  how  the  world  tends  to  see  you   ì  Myers-­‐Briggs   ì  Keirsey   ì  DISC   ì  Birkman   ì  Strengths-­‐Finder  
  • 17. Context      To  “lead”  means  to  take  a  library,  a   unit,  a  program,  a  service  or  a  • Be  clear  on  where  you  are   project  from  where  it  is  today  to  • Be  clear  on  where  you  are   where  it  needs  to  be  in  the  future  headed   to  be  or  connue  to  be  successful  • Be  clear  on  the  ‘influencing  factors’  for  the  library  &  the    unit  • Keep  the  context  in  front  of   The  library  or  unit’s  context  is  what  is  everyone   doing  today,  what  is  happening   around  it  in  its  community  &   beyond,  and  what  it  wants  to  do   tomorrow  
  • 18. Establish  the  context      To  “lead”  means  you  want  to  go  forward:   ì  decide  where   ì  draa  the  framework   ì  determine  the  “givens”   ì  describe  it  in  simple  terms   ì  Involve  the  team  -­‐  their  input,  ideas  &  details   ì  make  it  real  
  • 19. Clarify:  ì  What  does  your  manager  expect?   ì  What  do  they  expect  you  to   “deliver”  in  3  months?     ì  6  months?  12  months?      ì  How  will  they  define  success  for   you?  What  will  success  look  like   from  their  view  point?    
  • 20. ìPlanning  
  • 21. Successful moves are plannedì  To  plan  anything  effecvely  you  must  know:   ì  What  you  want   ì  What  you’ve  got   ì  Barriers  and  acceleraon  points  that  may  impact  your  journey   between  the  two  states  ì  Formally  &  consciously  let  go  of  what  you  were  doing  and  the   professional  or  funconal  experse  you  relied  on  ì  “Promote  yourself”  ì  Mentally  move  yourself  from  colleague  or  individual   contributor  to  agenda  seger  ì  Develop  or  re-­‐develop  relaonships  with  boss(es),  colleagues   and  staff    
  • 22. Start  by  clarifying  your  role  1.  Idenfy  the  differences  between  your  old  and  new  posions:        2.  Idenfy  the  similaries  between  your  old  and  new  posions:  
  • 23. And  how  you  will  fulfill  &  succeed  in  that  role  3.  What  strengths  and  skills  have  made  you  successful  in  the  past?      4.    Which  of  these  strengths  and  skills  can  you  connue  to  draw  on?      5.  What  skills  do  you  need  to  develop?  
  • 24. Your  individual  plan   What do you need to What do you need to What do you need to start stop doing? continue? doing?  
  • 25. Smart  plans  rely  on  smart  goals     Must be written SMART  goals:   ì  Specific   ì  Measurable   ì  Acceptable   ì  Realisc   ì  Timed        
  • 26. Establishing  Goals:  be  smart  “By  July  20th,  iden*fy  the  4  cri*cal  issues  impac*ng   the  group  that  need  to  be  addressed  before   year  end.”    “By  August,  develop  a  plan  for  implemen*ng   group  collabora*on  tools  in  business   development”    “By  November,  100%  of  staff  will  have  received   training  in  the  collabora*on  tools”  
  • 27. Focus  on  the  goal  ì  Most  common  error  of  new   leaders  is  failure  to  focus    ì  Focus  on  2  or  3  crical  areas  ì  Idenfy  wins  that:   ì  Enable  you  to  learn  about  the   funcon  or  group   ì  Build  credibility  for  both  you  and   the  group   ì  Mager  to  management   ì  Are  doable  in  the  culture  
  • 28. Goals  are  decisions  Discipline  means  choices.  Every  *me  you  say  yes  to  a  goal  or   objec*ve,  you  say  no  to  many  more.   Sybil  Stanton      
  • 29. Establishing  goals   ì  What  are  your  goals  for  the  next  6  –  12  months?     ì  Refer  back  to  worksheet  #1;  if  there  are  skills  you  need  to  develop,   include  them  in  your  goal-­‐sebng     Goal Measures Target Date Steps What will be in place What will success lookthen, that isn’t in place like? today?
  • 30. ìPolitics  
  • 31. "The art of bringing people together to get the right things done.”Donna Scheeder, Deputy CIO Congressional Research Service, former Director of Congressional Law Library, former Director of Congressional Research and Past-President of SLA
  • 32. Successful politickingì  Understand the process by which decisions are made and strategize appropriately.
  • 33. Successful politicsì  Consider that political alliances are really coalitionsì  What coalitions does your boss have?ì  Identify the sources of power for and in the library: ì  Expertise? ì  Status? ì  Control of resources? ($? Rewards?)
  • 34. Politicking1.  How well do you understand the politics of your parent organization (how decisions are made, how things get done )?
  • 35. Politicking2. Use the chart below to identify the key stakeholders for you and your organization (the organization for which you are responsible), and your current relationship with them Name Don t know them Know, but have Know well and never conversed can approach at any time
  • 36. Politicking4. What are the first 2 steps you can take to better understand and manage within your organization’s politics?
  • 37. ìMotivating  Environments  
  • 38. Start  at  the  beginning  ì  Most  problems  within  organizaons  are  the  result   of  people:   ì  not  understanding  where  they  are  going   ì  how  their  job  fits   ì  what’s  expected  of  them  ì  Forget  the  3  R’s;  concentrate  on  the  3  C’s:   ì  Context   ì  Communicaon   ì  Clarity   85/15 Rule
  • 39. Context,  Communication,  Clarity            To  link  people  &  what  they  do  to  the  {library}  business  strategy  &   vision   requires   connec*ng   the   dots   for   people.     It   means   making   sure   that   people   understand   how   they   can   contribute,   that   they   are  able  to  contribute,  that  they  have  the  right  informa*on  when   they  need  it  so  they  can  contribute&  that  they’ll  benefit  from  the   results  they  produce.             The  Leadership  SoluQon,  Jim  Shaffer  
  • 40.   Keep the windshield clean  
  • 41. Create  a  positive  pull  within  the  context  Your  context  sebng  should  address  4   things  for  your  team:   1.  Why  they  should  want  to  be  in  your   organiza*on   2.  Why  customers  should  want  to  do   business  with  you   3.  Why  this  is  the  most  exci*ng   organiza*on  to  be  connected  with   4.  What  it  “looks”  like  -­‐  the  details,  as  you   see  them  
  • 42. Establish  goals  with  team  ì  Within  your  organizaonal  structure,  work  with  staff  to   establish  expectaons  and  their  goals  ì  Ensure  their  goals  “support”  achievement  of  your  goals  ì  Ensure  your  goals  “support”  achievement  of  the   organizaon’s  goals  (your  manager’s  goals)  
  • 43. Motivating  environments  rely  on   communication  What you are speaks so loudly I can’t hear a word you are saying. Samuel Johnson
  • 44. What  gets  in  the  way?  ì  History  ì  Human  nature   ì  Tendency  is  to  try  to  understand  the  moves,  values  &  interpretaons   of  those  people  we  like   ì  What  happens  if  we  don’t  like  the  person?    ì  Ask  yourself:          What  must  it  be  like  for  “x”,  with  their  character  &  perspec*ves,  to  work   with  or  report  to  someone  like  me,  with  my  character,  drives  &  s*muli?   “How  to  Mo*vate  Your  Problem  People,”    by  Nigel  Nicholson  in  HBR  January  2003,  pp  57+    
  • 45. Motivating  environments  Start  with  you  What  are  your  strengths  or  energizers?  How  does  your  job  capitalize  on  these  strengths?  What  rewards  are  meaningful  for  you?  What’s  the  best  way  to  coach  you  or  provide  you  with  feedback?    
  • 46. Motivating  environments  Now  talk  with  those  you  for  whom  you  are  responsible:    What  are  their  strengths,  talents  &  energizers?    How  does  –  or  how  can  their  job  capitalize  on  these?    What  rewards  are  meaningful  for  them?    What’s  the  best  way  to  coach  them  or  provide  them  with  feedback?    
  • 47. ìDelegating  
  • 48. Power   Growth  Training   Why  aren’t  we  delegating?  
  • 49. Why  delegate?  Reviewing  your  tasks  &  me  allotment  for  the  past  5   days:  1.  Are  there  areas  where  you  need  to  delegate  more?    2.  Are  there  areas  where  you  need  to  involve  others   more?  
  • 50. 1.  What  are  you  going  to  delegate?   Delegation:  the  process     ì  What’s  the  “deliverable”?     ì  What’s  it  include/not  include?     ì  What’s  the  authority  level?     ì  What  are  the  expectaons?  Your  expectaons?     ì  What  skills  &  knowledge  are  required?      3.    Based  on  skills  &  knowledge  required,  who  will  you  delegate  this  to?  Why?  
  • 51. Delegation:  the  process  3.  How  will  you  discuss  the  assignment  with  the  individual,  and  why  you  are   assigning  it  to  them?  4.  Develop  an  outline  of  the  assignment  together  (use  the  framework   quesons  1  –  2);  use  your  acve  listening  and  paraphrasing  skills  –   checking  for  understanding  of  the  end  result,  parameters,  authority.    5.  Agree  to  check-­‐in  points  at  which  you  will  coach  the  employee.  Emphasize   that  the  employee  can  come  to  you  or  others  for  help.    Express   confidence.    6.  Inform  others  that  the  individual  will  be  learning  the  assignment  &   responsible  from  here  on  in.  
  • 52. Transition  ToolKit   Role   Commun- Politics ication Managing & Leading Motivating Planning Environment Learning
  • 53. Managing  yourself            When  a  you  make  a  decision  or  take  a  key  acon,  write  down   what  you  expect  will  happen  (what  success  will  look  like),   and  keep  going  back  to  it  –  in  3,  6,  9  months  –  to  measure   where  you  are     ì  Adapted  from  Peter  Drucker,  “Managing  Oneself”     Harvard  Business  Review,  January  2005,  p  102  
  • 54. ì  Know  your  preferences,  motivational  needs,  stressors  &  values  Keep  a  Red  Sheet  and  a  Green  Sheet  
  • 55. Priories   NOT URGENT URGENT IMPORTANT ★NOT IMPORTANT
  • 56. Moving  forward  1.  What  will  success  look  like  for  me  in  12  months?         2.  What  personal  disciplines  or  skills  do  I  need  to  develop  to  ensure  I  do  what  I  can  to  work   towards  that  success?                        
  • 57. You  are  all  leaders        The  leader  of  the  past  was  a  person  who  knew  how  to   tell.  The  leader  of  the  future  will  be  a  person  who   knows  how  to  ask.   Peter  Drucker,  1993    You  are  people  who  know  how  to  ask,  and  how  to  learn.  You  are  the  leaders  of  the  future.   Rebecca  Jones  
  • 58. Let  me  know  how  you  are  doing!     Rebecca  Jones   Dysart  &  Jones  Associates   32  Apple  Orchard  Path   Thornhill,  Ontario,  CA        L3T  3B6   905/731-­‐5836  Fax:  905/731-­‐5411   rebecca@dysartjones.com