The document discusses plans for the North Carolina Library Association (NCLA) Leadership Institute. It provides the mission and learning objectives of the Institute which are to help participants develop leadership skills, understand emotional intelligence principles, adopt skills from the Institute, value others' contributions, demonstrate self-awareness, understand change management, and seek professional development opportunities. It also discusses assessment of previous Institutes, including surveys of past attendees, to help guide planning. Effectiveness of different types of presentations are polled from past participants with professional leadership speakers being the most effective.

1. Michael Crumpton
Asst Dean for Administrative Services, UNC at Greensboro
Chair, NCLA Leadership Institute Planning Committee
macrumpt@uncg.edu
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2. *Assessment of Previous
Attendees
*Experience
*Facilitation
*Materials
*Take-a-ways
*Mentorship
*Home issues
*“Big” picture
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*Components we
Developed
*Logo and mission
*Learning objectives
*Group mentors
*Mix of facilitation
*Mix of materials
*Appropriate content

3. “The mission of the North Carolina Library Association (NCLA)
Leadership Institute is to create opportunities for learning and
skill building in leadership and mentoring. The Institute will
cultivate an improved understanding of self and others, while
inspiring participants to serve in leadership roles within the
profession at local, state and national levels.
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4. *

5. * By the end of the Leadership Institute, participants will:
* LO 1 – understand and execute leadership skills without
regard to titles and/or org structure
LO 2 – understand EI principles and build relationships
through effective communication
* LO 3 – adopt and transfer learning from the Leadership
Institute that impacts their organization
LO 4 – value the skills and talents of others whose
contribution influences the larger organization
LO 5 – demonstrate self-awareness principles and recognize
their influence on others
LO 6 – understand the value of change and communicate the
benefits to the organization or group
LO 7 – value and seek professional development opportunities
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6. *

8. Outside Expertise on Leadership

9. *

10. Revolutionizing the
Development of Library and
Information Professionals:
Planning for the Future
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11. "This chapter will share assessment techniques
used to influence the quality and significance of
statewide professional development
activities. The financial investment as well as
collective time spent by committees and
programmers should have a foundation of data to
ensure those efforts are well utilized, this content
will share the success of using assessment to
produce successful professional development
outcomes."
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12. *

13. *
In the context for the Leadership Institute, what type of presentation or format is most
effective?
Most Somewhat Neutral Not very
Effective Effective Effective
Prof. Leadership Speakers 53.8% 7.7% 12.5% 0%
National Library Leaders 0.0% 23.1% 50.0% 0%
North Carolina Library Leaders 46.2% 38.5% 0% 0%
Academic faculty 0.0% 30.8% 37.5% 100%

14. *
*Surveys (previous
attendees)
*Observation (review
materials used
previously, LAMS
partnership
*Focus Groups (with
previous conference
administrators)

16. *Project support
*Bridge to next conference
*Mid-term program to touch base and catch up
*Group mentor best practices
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18. *

19. *Surveys from previous conferences
*Different approach to questions
*Repeat questions for trends
*Open ended questions for details
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20. *What challenges and issues facing the profession would you like to see reflected
in the programming?
This was a comment only question that provided a wide range of responses and
suggestions. Generalized summary responses include:
 Surviving or moving forward under current economic conditions
 Issues of advocacy, relevance to constituency and defining value of library
 Fundraising and grant opportunities that are getting tighter
 Jobs and related issues of training, positioning and organizational development
 Technology trends, keeping up or investment
 Print vs. electronic trends
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21. Assessment is the key to making these efforts
meaningful and powerful tools for advocacy within the
fight for resources. Assessment should be purposeful
and focused and not layered with aesthetic or logistical
dominance. Thoughtful assessment activities can
provide deep insights for both individual and
organizational needs and give association officers or
planning committees the data needed to make
appropriate and useful decisions.
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22. *
Assessment: The process of evaluation and documentation of an activity or event in
order to determine changes to be made if it is repeated or to learn what other actions
would be needed.
Effectiveness: The accuracy or performance indicator to an action in terms of how well it
performed against expectation.
Biennial: An event that occurs every other year.
Content: Subject or topics delivered through presentation, lecture, readings, etc.
Leadership: Having the skills, knowledge and abilities to influence and guide others
toward common goals.
Association: A group of people with common interest or professional attributes that
share knowledge and insights to move forward together in each other’s best interest.
Survey: Method for collecting information, usually quantitative about specific activities.

25. *

27. *

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