Growing a Culture for Change at The University of Manchester Library. Penny Hicks, The University of Manchester Library, United Kingdom
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The University of Manchester Library underwent a culture change process to improve their strategy and leadership. Their initial strategy saw over 100 projects but lacked staff involvement which led to disconnect and resistance. To improve, they held meetings to get staff feedback and have staff self-elect involvement in developing a new strategy. For the new strategy, 30 staff were involved across 4 themes linked to the university's goals, compared to just 3 staff previously. Lessons learned included the importance of empowering staff, maintaining involvement, and regularly checking in with staff.
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Growing a Culture for Change at The University of Manchester Library. Penny Hicks, The University of Manchester Library, United Kingdom
- 1. Growing Culture Change The University of Manchester Library Penny Hicks Head of Strategic Marketing and Communications Caroline Riches Head of Finance and Planning
- 3. CURRENT STRATEGY: RESULTS Built market research into our business development My Learning Essentials Stock: RFID and self issue Project management Development of five cultural behaviours
- 4. CURRENT STRATEGY LESSONS: LEADERSHIP Were we a model team? Were we working in silos, protective, territorial? What work did we need to do as a team? What was our culture? What qualities and behaviours did we want to see in each other?
- 5. OUR PEOPLE While we worked on our strategy we worked on changing our culture Every staff member contributed to Five ways of working Responsibility Recognition Empowerment Openness Support
- 6. HOW NEAR OR FAR ARE WE?
- 7. How many projects? OVER 100 PROJECTS!
- 8. Understanding and research happened after solutions created Project managers struggled with priorities Exposed different values and attitudes to change We discovered staff felt disconnected This led some staff to resist or slow down change WITH AMBITION CAME ISSUES
- 9. What sort of library do we want to be? PUTTING LESSONS INTO PRACTICE
- 10. HOW WOULD WE APPROACH OUR NEW STRATEGY DIFFERENTLY? We hosted meetings looking at rotas ensuring that all staff would be able to attend one. We asked for honest feedback on what they thought of the current strategy and how it made them feel We asked them what should have been done differently We asked if they would like to volunteer to be involved in the new strategy and what University goal they would be interested in
- 11. THIS TIME Staff self-elected their involvement There are 4 themes linked to the University’s strategy Only looked at the ‘what’ and not the ‘how’ Managed as a project itself with dedicated staff
- 12. LAST TIME THIS TIME 3 staff volunteered 30 staff were chosen 140 staff volunteered!
- 13. LESSONS TO SHARE Leadership Culture: empowerment Involve staff Keep up the pace Keep checking back in with staff
- 14. Once you have had a garden for a while, and you have worked with, watched and listened to it, only then can you know what will die, what will grow and what will flourish.