the intangible and necessary something<br />leadership:<br />
opening exercise: know your context<br />Think about your favorite boss.  Write down three traits you most admired in that...
leadership is not management<br />
leadership and management<br />Management != Leadership<br />Not all leaders are managers<br />Not all managers are leader...
exercise step 2: know your context better<br />The person you admired in step 1:  Based on the traits you wrote down, were...
why leadership matters<br />so what?<br />
facets of library leadership<br />coherent approach to personnel<br />strategic vision<br />change management<br />decisio...
exercise step 3: know yourself in the group<br />this will be kept private.<br />find the yellow sheet in your packet<br /...
approaches to leadership<br />where do you land?<br />
you can…<br />lead from the middle or the top<br />lead by words<br />lead by doing<br />lead by supporting others<br />le...
who are you as a leader?<br />Lots of formal theories of leadership. <br />Not really relevant:  You need to know yourself...
exercise step 4: know yourself as a leader<br />this will be kept private.<br />find the blue sheet in your packet<br />tr...
leadership <br />trust<br />
Trust: it doesn’t matter how good you are if no one follows your lead.<br />respect for institutional history<br />compass...
radical transparency<br />
how transparent is too transparent?<br />what are you hiding, and do you know why?<br />if you know why, is it a good reas...
discussion and questions<br />
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Leadership: The Intangible And Necessary Something

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Leadership: The Intangible And Necessary Something

  1. 1. the intangible and necessary something<br />leadership:<br />
  2. 2. opening exercise: know your context<br />Think about your favorite boss. Write down three traits you most admired in that person.<br />
  3. 3. leadership is not management<br />
  4. 4. leadership and management<br />Management != Leadership<br />Not all leaders are managers<br />Not all managers are leaders<br />Both are critically important<br />
  5. 5. exercise step 2: know your context better<br />The person you admired in step 1: Based on the traits you wrote down, were they a leader, or a manager, or both?<br />Show of hands for each<br />Large-group discussion of results<br />
  6. 6. why leadership matters<br />so what?<br />
  7. 7. facets of library leadership<br />coherent approach to personnel<br />strategic vision<br />change management<br />decision-making paradigms<br />morale and attitude management<br />external presentation and representation<br />
  8. 8. exercise step 3: know yourself in the group<br />this will be kept private.<br />find the yellow sheet in your packet<br />Individualism-collectivism inventory<br />you will take the test, score your own, and are not obligated to share the results.<br />
  9. 9. approaches to leadership<br />where do you land?<br />
  10. 10. you can…<br />lead from the middle or the top<br />lead by words<br />lead by doing<br />lead by supporting others<br />lead by creating the environment<br />lead by recognizing others<br />
  11. 11. who are you as a leader?<br />Lots of formal theories of leadership. <br />Not really relevant: You need to know yourself.<br />Where are your strengths? Where are your weaknesses? <br />
  12. 12. exercise step 4: know yourself as a leader<br />this will be kept private.<br />find the blue sheet in your packet<br />transformational leadership inventory<br />you will take the test, score your own, and are not obligated to share the results.<br />
  13. 13. leadership <br />trust<br />
  14. 14. Trust: it doesn’t matter how good you are if no one follows your lead.<br />respect for institutional history<br />compassion<br />bravery <br />coaching and mentoring<br />winning one for the team<br />acknowledging the team<br />sharing information<br />acting with integrity <br />communicating with honesty<br />fitting with existing values<br />being fair<br />consistency <br />
  15. 15. radical transparency<br />
  16. 16. how transparent is too transparent?<br />what are you hiding, and do you know why?<br />if you know why, is it a good reason, or fear?<br />consider carefully and define the things that people actually DON’T need to know, rather than what they DO.<br />
  17. 17. discussion and questions<br />

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