LMI conference 2011

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Session delivered at LMI Conference 2011 by Albert S. Municino, BSc. SLMS MLIS.

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LMI conference 2011

  1. 2. LIBRARY MANAGEMENT INSTITUTE (LMI) SUMMER CONFERENCE 2011 ARCADIA UNIVERSITY, GLENSIDE, PA (07.11.2011) Albert S. Municino, BS, SLMS, MLIS Librarian / Educational Media Specialist Hudson County Community College Jersey City, New Jersey Email: municino@gmail.com Twitter: @alberoli Web: http://infodesk.posterous.com Last Off the Ship: Using facilitative leadership in libraries.
  2. 3. Seminar/Workshop Agenda <ul><li>Introduction | Leadership competencies </li></ul><ul><li>Defining leadership and facilitation </li></ul><ul><li>Exploring leader types </li></ul><ul><li>Facilitative Leadership Core Values </li></ul><ul><li>Facilitative Quiz (4 Questions) </li></ul><ul><li>Introduction to Library Ecology concept </li></ul>
  3. 4. Albert Municino, BS, SLMS, MLIS BS, Communication/SLMS, K-12 Education Southern Connecticut State University (CT) MLIS University of Western Ontario (ON, Canada, ALA) Librarian/Educational Media Specialist at Hudson County Community College: Reference/Instruction Librarian; Media Services Manager; Distance Education Studio (e-Services) Point of Contact; Chair, Media Services Development Committee; ESL Liaison; Adjunct Instructor (ESL) Graduate, New Jersey Academy of Library Leadership (NJ State Library) Certificate, Executive Training for Library Directors and Managers, Library Sustainability (Rutgers, The State University of New Jersey)
  4. 5. The library is dead. Long live the library!* * Le Roi est mort, vive le Roi! – The King is dead. Long live the king! Le mort saisit le vif – The dead seize the living.
  5. 6. The library is dead.
  6. 7. The library is dead.
  7. 8. The library is dead.
  8. 9. The library is dead.
  9. 10. The library is dead.
  10. 11. The library is dead.
  11. 12. <ul><li>The library is dead. </li></ul><ul><ul><li>Long live the library! </li></ul></ul><ul><ul><li>How will libraries 'succeed' one another? </li></ul></ul><ul><ul><li>“ When simple change becomes transformational change, </li></ul></ul><ul><ul><li>the desire for continuity becomes a dysfunctional mirage.” </li></ul></ul><ul><ul><li>The Mirage of Continuity (1999) Hawkins & Battin* </li></ul></ul><ul><ul><ul><ul><ul><li>*Quote and graphic from scilib.typepad.com </li></ul></ul></ul></ul></ul>
  12. 13. Learning to Lead (Mason & Weatherbee*) <ul><li>Participants in the Stanford-California Institute sought </li></ul><ul><li>the following from their library leadership training: </li></ul><ul><li>Inspiration from ideas </li></ul><ul><li>Develop skills </li></ul><ul><li>Communicate, lead change, work with people </li></ul><ul><li>Motivate entrenched workforce </li></ul><ul><li>Create vision </li></ul><ul><li>Advance career </li></ul><ul><li>Develop personal attributes </li></ul><ul><li>Assertiveness / self-confidence </li></ul><ul><li>Rejuvenation </li></ul><ul><li>Access to library experts </li></ul><ul><li>Network </li></ul><ul><li>Information technology </li></ul><ul><li>*Leadership programs listed by state, type, and content. </li></ul>
  13. 14. Leadership Competencies (Singh) Takeaways from an international LIS paper (India): Library as place -> Library as concept End-user expectations up -> Budgets down A face in the information crowd -> Reclaiming library mantle Consortial strategies -> Everyday strategies Complacency -> Proactive engagement Save users time -> “Lead, follow, or quit”
  14. 15. Leadership Competencies: ALA Emerging Leaders (Ammons-Stephens, Cole, et al) Core Leadership Competencies: Cognitive Ability; Vision; Interpersonal Effectiveness; Managerial Effectiveness Cognitive Ability -> Problem solving; decision making; reflective thinking Vision -> Global thinking; creative/innovative; forward thinking
  15. 16. Leadership Competencies: ALA Emerging Leaders (Ammons-Stephens, Cole, et al) Core Leadership Competencies: Cognitive Ability; Vision; Interpersonal Effectiveness; Managerial Effectiveness ( continued ): Interpersonal Effectiveness -> Culturally competent; accountability; team building; development; inspirational/motivational; communication skills Managerial Effectiveness -> Manage change; resource management; strategic planning; collaboration; flexibility/adaptability + Personal Attributes -> Principled/ethical; honest; humble; gracious; teachable
  16. 17. Tayloe Harding, in Arts Education Policy Review ...help foster thinking, acting and leading creatively. Having more than one correct answer for yourself Is another facet of recognizing yourself as a leader. The ability to re-think and re-define situations, problems, and ourselves, or anything in our lives is a vital and important component of leadership.
  17. 18. Solitude and Leadership (Deresiewicz) Expounded on the connections between work and leadership as the development of your own sense of reality, for yourself, not others. Says it is vital to step away from the vagaries of daily life, all of our devices, our automatic ways we all have of going through our day, and simply reflect. Thinking things through on your own, without distraction, can make the difference between leading and following the rest of the sheep. This is an introspective side of leadership not often talked about.
  18. 19. Defining leadership <ul><li>
 Leadership is: </li></ul><ul><li>the office or position of a leader </li></ul><ul><li>(the) capacity to lead </li></ul><ul><li>the act or instance of leading* </li></ul><ul><li>*Merriam-Webster.com: </li></ul>
  19. 20. Defining facilitative <ul><li>
 Facilitative is: </li></ul><ul><li>providing service or assistance </li></ul><ul><li>tending to promote or assist the development </li></ul><ul><li>of something* </li></ul><ul><li>*Merriam-Webster.com </li></ul>
  20. 21. Preparing the leadership mind       Leadership is a state of mind, a purposeful preparation, a form of self-definition.*       *Based on my observations and practice.    
  21. 22. Opportunities for leadership  Any personal or organizational scenario. You have to look at: your life your work your education your surroundings your interactions in order to know, develop into, and be a leader.
  22. 23. Many types of leaders:
  23. 24. Many types of leaders:
  24. 25. Module 1: Facilitative Leadership <ul><li>Four core values for FL according to Schwarz: </li></ul><ul><li>Valid Information </li></ul><ul><li>Free and Informed Choice </li></ul><ul><li>Internal Commitment </li></ul><ul><li>Compassion </li></ul>
  25. 26. Four core values for FL (Moore) <ul><li>Valid Information </li></ul><ul><ul><li>Self-confirmable </li></ul></ul><ul><ul><li>Subject specific </li></ul></ul><ul><ul><li>Feelings/Assumptions </li></ul></ul><ul><ul><li>Valid & True </li></ul></ul>
  26. 27. Four core values for FL <ul><li>2. Free and informed choice </li></ul><ul><ul><li>Free of pressures from outside forces </li></ul></ul><ul><ul><li>Decision/Commitment Ownership (VI) </li></ul></ul><ul><ul><li>Societal/Organizational (Strategy AM) </li></ul></ul>
  27. 28. Four core values for FL <ul><li>3. Internal Commitment </li></ul><ul><ul><li>(VI | F&IC) Steps Completed </li></ul></ul><ul><ul><li>Open to Re-thinking Decisions </li></ul></ul><ul><ul><li>Open to Non-Supportive Information </li></ul></ul>
  28. 29. Four core values for FL <ul><li>4. Compassion </li></ul><ul><ul><li>Temporarily Suspend Judgement </li></ul></ul><ul><ul><li>Genuine Concern & Interest </li></ul></ul><ul><ul><li>Acknowledgement & Empathy </li></ul></ul>
  29. 30. Module 2: Facilitative guidelines “ Facilitative leadership helps people to better understand each other so that common goals can be established, agreed upon, committed to, and reached.” ---Thomas L. Moore
  30. 31. Module 2: Facilitative guidelines <ul><li>Ground rules for effective groups* </li></ul><ul><ul><ul><li>Test assumptions </li></ul></ul></ul><ul><ul><ul><li>Share all relevant information </li></ul></ul></ul><ul><ul><ul><li>Use specific examples & agree on what important words mean </li></ul></ul></ul><ul><ul><ul><li>Explain your reasoning and intent </li></ul></ul></ul><ul><ul><ul><li>Focus on interests, not positions </li></ul></ul></ul><ul><ul><ul><li>Combine advocacy and inquiry </li></ul></ul></ul><ul><ul><ul><li>Jointly design next steps and ways to test disagreements </li></ul></ul></ul><ul><ul><ul><li>Discuss un-discussable issues </li></ul></ul></ul><ul><ul><ul><li>Use a decision-making rule that generates the level of commitment </li></ul></ul></ul><ul><li>*Roger Schwarz </li></ul>
  31. 32. Module 3: Facilitative short quiz 1. You need to give some negative feedback to Pam, one of your direct reports. You…( a, b, or c ).
  32. 33. Module 3: Facilitative short quiz 2. You’re designing a 360-degree feedback system for your organization. To ensure that people get useful feedback, you…( a or b ).
  33. 34. Module 3: Facilitative short quiz 3. You’re leading a team in which two members, Ellen and Sean, are concerned that another team member, Peter, isn’t performing his share of the work, which is making it difficult for the seven member team to achieve its goals. The two members want you to deal with it. You…( a, b, or c ).
  34. 35. Module 3: Facilitative short quiz 4. Whenever you and your team are solving a problem together, team members stop sharing different views after you express yours. To address that problem, you... ( a, b, c, or d ).
  35. 36. Facilitative short quiz Post-quiz brief discussion Long Live the Library!: Introduction to Library Ecology
  36. 37. Introduction to Library Ecology <ul><li>Master of the Landscape: Interior/Exterior </li></ul><ul><li>Self-Awareness (Test, read, experience) </li></ul><ul><li>Vision (Inner/Outer, share, engage) </li></ul><ul><li>Eco-connection (People, environment) </li></ul>
  37. 38. Leader Ecology: Self-Awareness Personal/Vision Eco-Connection Facilitative+ Leadership Staff & User/Advocate Partnerships Strategic & Operational Planning Partnerships Mission Vision & Curricula/Standards Partnerships Technology & Innovation Partnerships
  38. 39. Facilitative+ Leadership <ul><li>Facilitation+ Leader/Manager Toolkit (All): </li></ul><ul><li>Eco/Self-Awareness (Empathy/Experiential) </li></ul><ul><li>Leadership Development (Immerse, PD) </li></ul><ul><li>Practice on pilot library projects (Create) </li></ul>
  39. 40. User/Advocate Partners <ul><li>Educating Staff, Users, Advocates: </li></ul><ul><li>Identifying (List, Expand, Enhance) </li></ul><ul><li>Improving (Assess, Discuss) </li></ul><ul><li>Innovating (Pilot, Technology) </li></ul>
  40. 41. Strategic & Operational Partners <ul><li>Engaging information (Living Plan): </li></ul><ul><li>Planning (Write, Edit, Interpret) </li></ul><ul><li>Purchasing (Vendor Relations, Discussions) </li></ul><ul><li>Production (Digital Content, Pilots) </li></ul>
  41. 42. Mission-Vision, Curricula, Standards <ul><li>Connecting the library (Points of Interest): </li></ul><ul><li>Mission & Vision (Proving Ground) </li></ul><ul><li>Curricula (Educational Practice) </li></ul><ul><li>Standards (Matching Rubric) </li></ul>
  42. 43. Technology & Innovation <ul><li>Library @space + Library @ context (User): </li></ul><ul><li>Content (Professional/Local) </li></ul><ul><li>Control (Library/User Experience) </li></ul><ul><li>Convenience (Staff/Stakeholders) </li></ul>
  43. 44. Leader Ecology: Self-Awareness Personal/Vision Eco-Connection Facilitative+ Leadership Staff & User/Advocate Partnerships Strategic & Operational Planning Partnerships Mission Vision & Curricula/Standards Partnerships Technology & Innovation Partnerships
  44. 45. Leaders
  45. 46. Bibliography & Web presence LMI Bibliography on the web (Easybib): http://ow.ly/5xin2 Albert Municino | microblog on the web: http://infodesk.posterous.com Twitter Albert Municino on the web : @alberoli
  46. 47.       The cover slide for this presentation is an image derivative of an original period photograph by Stanford White (Architect), described as &quot;New York University library (before conversion) to Bronx Community College.&quot;    and attributable to Durova under the  Attribution-Share Alike 2.0 Creative Commons license.       http://en.wikipedia.org/wiki/Bronx_Community_College     The original work is from 1904 and is in the public domain.
  47. 48.  

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