Everyday Leadership in Libraries: Getting Personal
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As libraries continue to take on exciting new roles and provide new services in their communities, the need for leadership on all levels within the organization increases. Opportunities for the development of new skills abound, going far beyond management and including interpersonal, project management, consensus building, and even vision/mission creation. Over the span of a few short years the DeLaMare Library at the University of Nevada, Reno, leveraged an approach of open dialogue while bypassing traditional hierarchical boundaries to transform an underutilized branch library into a vibrant hub of innovation, research, and entrepreneurship. Join Tod Colegrove and Tara Radniecki as they share engaging stories, practical tips, and rich insights gained.
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Everyday Leadership in Libraries: Getting Personal
- 1. Tara Radniecki, MSLIS Tod Colegrove, Ph.D., MSLIS University of Nevada, Reno LLAMA thought leaders webinar series, August 3, 2016
- 2. Tod Colegrove, Ph.D., MSLIS Tara Radniecki, MSLIS
- 6. The manager administers…......................................... the leader innovates. The manager maintains…............................................. the leader develops. The manager focuses on systems and structure............ the leader focuses on people. The manager relies on control…................................... the leader inspires trust. The manager has a short-range view............................ the leader has a long-range perspective. The manager asks how and when…............................. the leader asks what and why. The manager accepts the status quo…......................... the leader challenges it. The manager is the classic good soldier…........…....... the leader is his or her own person. The manager does things right…................................. the leader does the right thing. 1. n.a. (2016) “What is the Difference Between Management and Leadership?” The Wall Street Journal. Retrieved August 2016 from http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
- 7. The manager administers…......................................... the leader innovates. The manager maintains…............................................. the leader develops. The manager focuses on systems and structure............ the leader focuses on people. The manager relies on control…................................... the leader inspires trust. The manager has a short-range view............................ the leader has a long-range perspective. The manager asks how and when…............................. the leader asks what and why. The manager accepts the status quo…......................... the leader challenges it. The manager is the classic good soldier…........…....... the leader is his or her own person. The manager does things right…................................. the leader does the right thing. 1. n.a. (2016) “What is the Difference Between Management and Leadership?” The Wall Street Journal. Retrieved August 2016 from http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
- 8. The manager administers…......................................... the leader innovates. The manager maintains…............................................. the leader develops. The manager focuses on systems and structure............ the leader focuses on people. The manager relies on control…................................... the leader inspires trust. The manager has a short-range view............................ the leader has a long-range perspective. The manager asks how and when…............................. the leader asks what and why. The manager accepts the status quo…......................... the leader challenges it. The manager is the classic good soldier…........…....... the leader is his or her own person. The manager does things right…................................. the leader does the right thing. 1. n.a. (2016) “What is the Difference Between Management and Leadership?” The Wall Street Journal. Retrieved August 2016 from http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
- 9. The manager administers…......................................... the leader innovates. The manager maintains…............................................. the leader develops. The manager focuses on systems and structure............ the leader focuses on people. The manager relies on control…................................... the leader inspires trust. The manager has a short-range view............................ the leader has a long-range perspective. The manager asks how and when…............................. the leader asks what and why. The manager accepts the status quo…......................... the leader challenges it. The manager is the classic good soldier…........…....... the leader is his or her own person. The manager does things right…................................. the leader does the right thing. 1. n.a. (2016) “What is the Difference Between Management and Leadership?” The Wall Street Journal. Retrieved August 2016 from http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
- 12. Leadership ≠ Management Leadership ≠ Authority or Power
- 13. Leadership ≠ Management Leadership ≠ Authority or Power Leadership is an emergent quality. It can be encouraged and grown.
- 14. … the ability to create a vision for positive change, help focus resources on the right solutions, inspire and motivate others and provide opportunities for growth and learning. - Center for Creative Learning Martin, A. (2007). Everyday Leadership. Center for Creative Learning whitepaper. Retrieved Aug 2016 From http://insights.ccl.org/wp-content/uploads/2015/04/EverydayLeadership.pdf
- 19. Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has. - Margaret Mead
- 23. Leadership
- 24. Freedom to innovate Provide safe leadership opportunities and spaces for skill development
- 38. Tod Colegrove Head of DeLaMare Library pcolegrove@unr.edu Tara Radniecki Engineering Librarian tradniecki@unr.edu
Editor's Notes
- Thank you Fred – we’re honored to be hear, presenting to the Library Leadership and Management Association. Thanks in particular to Sue Considine, for the opportunity – and to each of you for your investment of time today!
- Tara’s background includes multiple Master’s degrees, with service in libraries at Loyola Marymount colleges both in Los Angeles, and previously Chicago. My background: Physicist, turned serial entrepreneur with over 14 years in high tech private industry, reformed as a teacher with over 8 years teaching intro astronomy, physics, and Honors coursework at the university… turned librarian. A background that has certainly contributed to my approach! Our job in this presentation is to empower you to connect with your staff, and ultimately the greater community of the library. To enable you to accomplish the transformation of the organization. Image credit, photo of Tod Colegrove: Hill, C., Proffitt, M., & Streams, S. (May 14, 2015) IMLS Focus Learning in Libraries. Retrieved August 2016 from https://www.imls.gov/sites/default/files/imls_focus_learning_in_libraries_final_report.pdf
- The Mackay Mines building at the University of Nevada, Reno – home of the DeLaMare Science & Engineering Library. Six years ago the library, the oldest on campus, tracing its roots to the first graduating class of the University in the late 1800’s, had become a largely underutilized book warehouse. Revitalized, the library is a vibrant hub of activity, filled with on the order of 200-250/students at any given time during the semester. Photo credit: Nick Crowl
- Leadership is not a word we’re real comfortable with in libraries. In fact, in library school I’m not sure that it was even possible to take a class in leadership… Are you comfortable with calling yourself a leader? If you’re comfortable calling yourself a leader, raise you’re hand. Even in this room, most of us didn’t raise our hands. Why is that? We’ve made “leadership” into something bigger than us.
- Hmmm… “the action of leading a group or people.” Feedback? Well done, Google.
- Can it be as simple as being simply a matter of how we strive to do our best and get others to do their very best? Note the deeply personal approach however. This is not a one-size-fits-all definition. In particular…
- Management without leadership is devoid of heart. And there’s plenty of room for more than one leader on that rope – in fact, it takes a whole lot more! To transform the organization, you’re going to have to enroll everyone in the task. You need to “walk the talk.” Honesty. Integrity. Stick-to-it-iveness. Informed by a deeply personal understanding of those involved: their motivations, and the problems the organization face. Only then can we transform the organization. Image credit: Goldman, A. (2016). “Manager & Leader, who is who?” Retrieved August 2016 from https://www.linkedin.com/pulse/manager-leader-who-andrew-goldman
- Although leadership and management go hand in hand, they are not the same thing. Although they are linked and complementary, they are distinctly different: although leaders can be managers, not all managers are leaders… we too often conflate the two.
- Authority is restrained by position, providing order and direction. Leadership is unrestrained. Leaders – set direction – build commitment – create alignment between individuals’ motivations/dreams/goals and aspirations with those of the greater organization.
- The best news of all. The seeds of greatness exist in those around us – we just have to recognize and nourish it. Something that librarians have been doing for a _long_ time.
- Reading list: Andrew Carnegie, How to Win Friends and influence People, published in 1936. - Avoid criticizing, condemning, or complaining. - Praise others’ achievements. - Be empathetic. - Smile. - Encourage people to talk about themselves. - Acknowledge your own mistakes. - Respect others’ dignity.
- I can promise you that you have changed someone’s life without even knowing it. To the extent we can recognize and reward it, we cultivate the emergent leadership around us. Many hands makes light work, and there’s more than enough to go around. Image credit: The State of Oklahoma (2016). “Oklahoma Grown Seedlings Available Online”. Retrieved August 2016 from https://www.ok.gov/conservation/News/Oklahoma-Grown_Seedlings_Available_Online.html
- Let’s get real for a minute: bureaucracy. Necessary evil? Or relic of the Industrial Age? Image credit: Stoner, J. L. (2014). Emergent Leadership Topples the Pyramid. Retrieved August 2016 from http://seapointcenter.com/emergent-leadership-topples-the-pyramid/
- Chaos – only gets you about 20% of the way there. Why? In part, because demand always exceeds supploy: most would rather be led than lead. Images credit: Stoner, J. L. (2014). Emergent Leadership Topples the Pyramid. Retrieved August 2016 from http://seapointcenter.com/emergent-leadership-topples-the-pyramid/
- The real solution. Consider W. E. Deming, the man who the Japanese industry credit for their recovery after WWII and dominance by the end of the 20th century – the decision makers need to be as close as possible to the front lines in order for TQM. Empower them. Shield them. Enable them and you will have engaged employees. Images credit: Stoner, J. L. (2014). Emergent Leadership Topples the Pyramid. Retrieved August 2016 from http://seapointcenter.com/emergent-leadership-topples-the-pyramid/
- Empathize. Why are you here? We all have a choice, and for some reason we chose to vote with our time in libraries. What are the core passions that underlie that decision? What are the interests, hopes, and dreams? Rather than a robotic approach, what is the potential alignment between those hopes and dreams and the goals of the organization at large? The hoity-toity term is “strategic alignment,” but it’s just common sense. Then we can build a shared vision. Without a shared vision, the right things won’t happen by default. Leadership is about people. Period. Great leadership is about inspiring, caring for, and serving people. Let them know you care and you begin to unlock that engagement. Image credit: The James Irvine Foundation New Leadership Network (n. d.). “Thinking about design – a framework for solving wicked problems.” Retrieved August 2016 from http://irvinenewleadershipnetwork.org/thinking-about-design-a-framework-for-solving-wicked-problems/
- The cycle scales out in an ever-increasing spiral… Image credit: Rubio, E. (2016). Leading Innovation in the Social and Nonprofit Sector. Retrievced August 2016 from https://www.linkedin.com/pulse/leading-innovation-social-nonprofit-sector-enrique-rubio
- It is exactly this process that we used to transform DeLaMare… First the staff – engage individually, then as a team Then the membership of the library, engaging them as members of the design process… Image credit: Process Design: Feedback Spirals As Components of Continued Learning in Assessment in the Learning Organization, Costa A. L. & Kallick, B. (eds). ACSD. Retrieved August, 2016 from http://www.ascd.org/publications/books/195188/chapters/Process-Design@-Feedback-Spirals-As-Components-of-Continued-Learning.aspx
- When I came to interview at UNR Tod described part of his job as the Head of DeLaMare as an umbrella for everyone else who worked there.
- Provides a level of protection from more cumbersome policies, bureaucracy, and just general risk-adversity that we often see in libraries and large organizations which can make librarians hesitant to take on leadership roles or try new services for fear of what a failure might mean. It’s allowed me and my colleagues and even our student employees to take on leadership roles in providing new services and resources.
- What has been very successful for us and a new experience for me is the utilization of design thinking in the implementation of not only new resources and services, but in reimagining our roles as intrapreneurs and leaders within our community.
- No offices = no barriers to empathy-building?
- As a result, not only do we have a shared vision amongst faculty and staff, but among our user community as well. They have become embedded stakeholders as much as we are.
- I mentioned intrapreneurship earlier and if you’re not familiar with the term, it’s encouraging entrepreneurship-like activities within an existing business to drive innovation, seek creative solutions, and change the direction of the company in new and more effective directions. In the case of libraries, might be easier to think of the new business as a new resource or service offering.
- I wanted to give some examples of the new roles we as librarians have taken on and the new services and resources we provide as a result of Tod’s leadership style, which embraces the flat structure and encourages innovation. I came into the DeLaMare Library with no supervisory experience but have since taken on a leadership role within our makerspace in working with stakeholders to determine what their needs are, what equipment and service offerings may meet those needs, and they working with Tod and the other proper channels within the library to purchase them.