0112 2012 protostar_supernova
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  • Welcome everyone. My name is Erica Findley. I am going to be kicking off this presentation today.About myself: Erica Findley, Digital Resources & Metadata Librarian Pacific University. 2nd year in this position. Path through ALA: ALA Student Chapter President, ALCTS NMIG vice-chair, ALCTS Publications, Emerging Leader. Also President of Beta Phi Mu. In my spare time I am working on becoming a film geek by viewing Criterion Collection in numerical order.About this presentation: From the perspective of an upcoming leader. Not proverbs or rules of thumb, but a peek inside the mind of an upcoming leader.
  • What I will be talking about todayI will have sometime at the end for questions
  • ALA is a volunteer based organizationNumber of chair, vice chair positions in ALA and ALCTSOur profession is constantly changing and leaders provide our future vision and lead us in new directions
  • Technology: Communication media such as the internet and social media have changed how fast we can get and share information. New leaders want/need to collaborate and reach people virtually. This has also allowed for flexibility and we can now work virtually or on non-traditional schedules. Meetings can take place virtually, even asynchronous. New leaders want to exist in these more flexible places and have domain over there communication patters and work schedules.Leadership qualities are timeless, but the expectations that leaders have of their organizations has changed.
  • What is needed to develop employees who may not have leadership experience or know that they have the ability to be a leader?What do new leaders want and need to be able to grow?What is the single most important thing you or your upper management can do to grow new leaders?
  • Attitudinal change to self-serve: The number of competencies for leaders and professionals continues to grow. New leaders demand opportunities to develop on their own and as needed in addition to regular more-structured programs. New leaders need to embrace life-long learning and develop skills to identify and manage development opportunities on their own.No one-size fits all solution/program: programs and formulas should be explored. Development starts with an individuals needs, background, and opportunity to grow. Listen to and collaborate with new leaders to build a program that works for them. Routinely assess development.Changing perception of mentoring: Structured mentoring programs may be too demanding on top of a busy schedule. Furthermore, as the profession is rapidly changing, new leaders may feel more comfortable selecting their own mentors.
  • What is the institutions plans and initiatives for developing leadership? How do I/can I fit in to this?Opportunities to learn from failure. Feedback, feedback, feedback: Tell me how I am doing. Both praise and criticism are needed.Experience!: If you want me to be a new leader let me develop and demonstrate leadership qualities. Allow me to take risks.
  • Demonstrate the qualities you seek to the best of your abilityCommunicate vision and expectations clearly and frequentlyTrust potential leaders to make decisions, make it clear how to earn your trust. Be open minded and accepting of suggestions and ideas from new leaders
  • Challenges to identifying as a leaderSomeone who has not had much leadership experience may: Not know the difference between enabling and dictating. Demonstrate this by not just assigning the new leader tasks, but also letting them have responsibiliy not just for what gets done, but how it gets done. Not feel that they can/should be in a leadership role. They may have great ideas or work well withy others and even led projects or teams, but have not considered themselves to be leaders. Hearing the idea to develop leadership skills or identify themselves as a leader may need to come from someone else first. Not be confident enough to break the status quo. Someone new to the profession or institution may need some coaching before feeling like they can really move with new ideas or different ways of doing things.
  • In the library with the led pipe (Dec 2009, how do you say no by Emily Ford) : “Chances are you said yes because you were afraid to say no or you didn’t know how, or you don’t like saying no. If you were afraid to say no maybe you felt that you would be looked on as being difficult to work with, or that you would receive a poor job performance review. Maybe you feel that if you say no now, you won’t be asked again. Maybe you even feel guilty because if you can’t do a project then your co-worker will have to do it; or the project doesn’t get done at all.” William Ury (2007, Power of a positive no) Yes! No, yes? Structure. Start with an agreement. State disagreement or negative. End with a question such as Could I do this at another time? Or do you think you can ask someone else? Make sure that new leaders know saying no is an option. Help them by assisting with prioritization.


  • 1. Erica Findley & Maureen SullivanALCTS Virtual Midwinter SymposiumJanuary 12, 2012
  • 2. Erica Findley
  • 3.  What has changed? Expectations Challenges Questions
  • 4.  78 Chair and Vice-Chair positions within ALCTS Committees. 1,100 Chair and Vice-Chair positions within ALA Committees.Numbers provided by Charles Wilt, ALCTS Executive Director.
  • 5. William Pettit and Ken McPhan of the GippslandIndependent and Express newspaper, Victoria
  • 6. Expectations of new leaders
  • 7.  Self-serve Individualization Mentor-don’t The gardener Fredrik Fröding, 78 years old, with a watering can
  • 8. • Plan• Failure• Feedback• Experience! "WANNA KEEP EM HEALTHY? OVERCOOKING DESTROYS VITAMINS"!, 1941 – 1945
  • 9. Jongen aan de afwas / Boy doing the dishes
  • 10. Challenges for new leaders
  • 11.  Enabling vs. dictating No entitlement Breaking status quo F.A. Cup Trophy
  • 12.  Barriers to “no” Positive no N-option Etonnement
  • 13.  Clampitt, P. G., & Dekoch, R. J. (2011). Transforming leaders into progress makers: Leadership for the 21st century. Thousand Oaks, Calif: SAGE. In the Library with the Led Pipe http://www.inthelibrarywiththeleadpipe.org/ Maeda, J., & Bermont, B. (2011). Redesigning leadership. Cambridge, Mass: MIT Press. Morris, S., & Morris, J. (2003). Leadership simple: Leading people to lead themselves : the practice of lead management. Santa Barbara, Calif: Imporex International. Ury, W. (2007). The power of a positive No: How to say No and still get to Yes. New York: Bantam Books.
  • 14.  William Pettit and Ken McPhan of the Gippsland Independent and Express newspaper, Victoria http://flic.kr/p/apx2SD The gardener Fredrik Fröding, 78 years old, with a watering can http://flic.kr/p/9VMzuU "WANNA KEEP EM HEALTHY? OVERCOOKING DESTROYS VITAMINS"!, 1941 – 1945 http://flic.kr/p/9vTZfK Jongen aan de afwas / Boy doing the dishes http://flic.kr/p/9Z5vFR F.A. Cup Trophy http://flic.kr/p/91xYmM Etonnement http://flic.kr/p/9deUbH
  • 15. erica.findley@pacificu.eduhttp://www.ericafindley.com/
  • 16. Key Concepts
  • 17.  Managers hold formal positions The work includes planning, allocating resources, work design, organizing and accomplishing results Leadership is inspiring, empowering and guiding others to achieve and accomplish results Leadership is both by “position held” and “opportunities taken.”
  • 18.  Purpose, Direction, and Meaning Trust Optimism Action and Results Warren Bennis
  • 19.  Challenge the process Inspire shared vision Enable others to act Model the way Encourage the heart Kouzes and Posner
  • 20.  You make a difference. Credibility is the foundation of leadership. Values drive commitment. Focusing on the future sets leaders apart. You cannot do it alone.
  • 21.  Trust rules. Challenge is the crucible for greatness. You either lead by example or you don’t lead at all. The best leaders are the best learners. Leadership is an affair of the heart. Kouzes and Posner
  • 22.  Self-awareness – knowing, understanding and accepting yourself Knowing, respecting and appreciating your constituencies Developing capacity – yours and others Serving a purpose Sustaining hope
  • 23.  What are some of your strengths as a leader? Who is a role model for you? Where are there opportunities for you to lead? In what areas do you want to strengthen your leadership capacity? What will you do to get started?
  • 24. James Kouzes and Barry Posner: The Truth About Leadership and The Leadership ChallengeWarren Bennis: On Becoming a LeaderRobert D. Stueart and Maureen Sullivan: Developing Library Leaders: A How-To-Do-It Manual for Coaching, Team Building and Mentoring Staff
  • 25. msull317@aol.commsullivan@ala.org