Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
From Individual Contributor to People Manager by 15Five Group PMProduct School
Main takeaways:
- Moving to people management in PM begins with defining your end in mind and knowing where you're today.
- There are avoidable mistakes and valuable frameworks you can adapt to turn leading a team into a transformational journey for everyone involved.
- Embracing difficult conversations, managing poor performance, and leaving your ego outside are not so glamorous parts of being a people manager but are critical to the team's success.
Here are 7 out of 12 tips on how to be a better leader at work. For 5 more tips of this type, click the link: http://vkool.com/how-to-be-a-better-leader/.
1. Lead By Example
It has been proven that leaders should show, not only say. Therefore, if you want your staffs to be punctual and principled, you ought to be the first person who follows the rules. You should always be at work on time, or even early. If you appreciate professionalism, dress for success, as well as, treat your staffs with courtesy. When you have a good tone, your staffs will respect you, and consider you a good example to follow.
2. Add In A Little Humility
Humility is a good quality that a leader should have. When you are humble, you will see others’ good points to respect them. Being modest will also help you conquer your ego if you are a hot-temper person. This will help prevent you from scolding or shouting when your staffs do something wrong. If you have a little humility, your staffs and customers will look up to you, as well as, feel safe and reliable when working with you.
3. Learn From Your Team
You should not think that you know all no matter how knowledgeable you are. A wise leader is the one who can learn from others. Everyone has something good for us to learn from. Thus, do not think that the people who are at lower positions than you at work have nothing for you to discover. Learn something new from your staffs each day to be better informed on making strategic decisions.
4. Share What You Learned
Besides learning from your staffs, you should also share what you have learned outsides to them. This will help your team know more about the market and work better to meet its demand. Passing the lessons you learned to your staff is one way to help your team avoid pitfalls.
5. Communicate Effectively
If you are a leader, you should learn to communicate effectively with your staffs. Good communication will not only help you understand your employees and build a good relationship with them, but also help you catch up on the important information on the market so as to change your trading strategies to meet its demand. Great leaders should not only be understood and heard, but also listen as communication is like a two-way street.
6. Keep Meetings Productive
In order to keep meetings productive, you should make it short by going straight to the main purpose rather than talking around it. Everything presented in the meetings should be clear and well prepared.
7. Understand Your Limits
No matter how kind you are, being a leader, you should have your own limits. Set your own boundaries to your staffs, and let them know what you will not tolerate so as to make them try their best in difficult case; otherwise, they may quit easily.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
From Individual Contributor to People Manager by 15Five Group PMProduct School
Main takeaways:
- Moving to people management in PM begins with defining your end in mind and knowing where you're today.
- There are avoidable mistakes and valuable frameworks you can adapt to turn leading a team into a transformational journey for everyone involved.
- Embracing difficult conversations, managing poor performance, and leaving your ego outside are not so glamorous parts of being a people manager but are critical to the team's success.
Here are 7 out of 12 tips on how to be a better leader at work. For 5 more tips of this type, click the link: http://vkool.com/how-to-be-a-better-leader/.
1. Lead By Example
It has been proven that leaders should show, not only say. Therefore, if you want your staffs to be punctual and principled, you ought to be the first person who follows the rules. You should always be at work on time, or even early. If you appreciate professionalism, dress for success, as well as, treat your staffs with courtesy. When you have a good tone, your staffs will respect you, and consider you a good example to follow.
2. Add In A Little Humility
Humility is a good quality that a leader should have. When you are humble, you will see others’ good points to respect them. Being modest will also help you conquer your ego if you are a hot-temper person. This will help prevent you from scolding or shouting when your staffs do something wrong. If you have a little humility, your staffs and customers will look up to you, as well as, feel safe and reliable when working with you.
3. Learn From Your Team
You should not think that you know all no matter how knowledgeable you are. A wise leader is the one who can learn from others. Everyone has something good for us to learn from. Thus, do not think that the people who are at lower positions than you at work have nothing for you to discover. Learn something new from your staffs each day to be better informed on making strategic decisions.
4. Share What You Learned
Besides learning from your staffs, you should also share what you have learned outsides to them. This will help your team know more about the market and work better to meet its demand. Passing the lessons you learned to your staff is one way to help your team avoid pitfalls.
5. Communicate Effectively
If you are a leader, you should learn to communicate effectively with your staffs. Good communication will not only help you understand your employees and build a good relationship with them, but also help you catch up on the important information on the market so as to change your trading strategies to meet its demand. Great leaders should not only be understood and heard, but also listen as communication is like a two-way street.
6. Keep Meetings Productive
In order to keep meetings productive, you should make it short by going straight to the main purpose rather than talking around it. Everything presented in the meetings should be clear and well prepared.
7. Understand Your Limits
No matter how kind you are, being a leader, you should have your own limits. Set your own boundaries to your staffs, and let them know what you will not tolerate so as to make them try their best in difficult case; otherwise, they may quit easily.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
A useful distinction between managers and leadersAcquate
The words manager, leader, executive, and administrator are often used as if they were more or less interchangeable. Yet there is a vast difference in talent and skill set implied between calling someone a “real leader” or “a manager.” But what is it that determines such a distinction, and could it help identify critical competencies and clarify vital responsibilities?
In this session we will have a look at some important and useful distinctions between the capabilities and talents needed by administrators, managers, executives and leaders in order to be successful.
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
A useful distinction between managers and leadersAcquate
The words manager, leader, executive, and administrator are often used as if they were more or less interchangeable. Yet there is a vast difference in talent and skill set implied between calling someone a “real leader” or “a manager.” But what is it that determines such a distinction, and could it help identify critical competencies and clarify vital responsibilities?
In this session we will have a look at some important and useful distinctions between the capabilities and talents needed by administrators, managers, executives and leaders in order to be successful.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
ROLE PLAY – How to ensure success during a leadership role transition outlines 10 top strategies to ensure a new leader’s success in his or her new role.
Dr. Greg Stewart is Vice President for Profiles International's Enterprise Solutions Sales Division. He is an experienced human capital expert with over 15 years in management and human resources. Dr. Stewart holds a BA in Organizational Leadership and a PhD in Counseling. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management and leadership.
What You Will learn:
The effect that Emotional Intelligence has on leadership and job success.
How emotions in the workplace directly correlate with job satisfaction and how emotional intelligence impacts the role of leadership.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Similar to Transitioning to leadership & management roles (20)
Tampa Bay Library Consortia: To Next From NowRebecca Jones
Implications of AI, Blockchain & other technologies for academic, public, corporate & healthcare libraries, & how libraries need to be at the table - so get in the restauarant!
Using the Logic Model for Impact & Success; #SLA2017Rebecca Jones
Given at the SLA Conference in Phoenix 2017, an overview of the logic model to measure the outcomes of information services & programs from the decision-makers' perspectives.
There are many excellent courses, presentations, blog posts and books on project management. This presentation looks at 'must have' tools & skills for the smallest to largest project - beyond the textbook to the sanity savers for project managers.
Determing & Demonstrating Value with the Logic ModelRebecca Jones
Moe Hosseini-Ara, Director of Culture, City of Markham and I lead a discussion of outcomes based measures with the participants at the University of Toronto's iSchool Symposium on Defining New Metrics for Library Success, May 2015.
Presentation at the Univ of Toronto iSchool "Future Technology Strategies"; discusses the positive tension between organizational and technology strategies - which comes first? Which drives the other?
Books & Mortar: Getting attention for facility plansRebecca Jones
Presentation to OLA's 2014 Annual Institute Library As Place about the importance of facility planning for public library systems, and highlighting the debate of provision standards in the digital environment.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Cla 2012 Strategic Planning: Keep it From FailingRebecca Jones
This version of the slides replaces the photos used during the presentation with text. Hope this is more useful - although not as visually compelling - than the presentation slides.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
Transitioning to leadership & management roles
1. ì
SLA Annual Conference 2012
SLA
Conference
2012
Transitioning
to
Leadership
&
Management
Rebecca
Jones
Dysart
&
Jones
Associates
rebecca@dysartjones.com
905.731.5836
2. Focus
for
today
Transi'oning
Role
Tendencies
Planning
Mo'va'ng
Environment
What you will be tomorrow, you are becoming today.
Jim Clemmer
3. ì Form
follows
func'on
ì Roles
dictate
the
skills
required
ì Skills
can
only
be
learned
through
prac'ce
ì We
will
discuss
skills
ì You
will
learn
these
on
the
job
4. New
managers
need
to
know:
ì How
to
assert
themselves
as
ì That
the
world
will
not
end
if
leaders
today
when
they
they
delegate.
were
colleagues
yesterday.
ì That
poli'cs
are
all
about
ì How
to
determine
priori'es.
rela'onship
building.
ì That
balancing
needs
and
ì How
to
manage
“up”.
expecta'ons
with
realis'c
ì That
people
come
first…if
budgets
can
only
be
learned
on
staff
isn’t
on
board,
you
will
the
job.
never
succeed.
ì That
doing
too
much
will
ì How
to
get
the
point
across
ul'mately
become
too
much.
–
now.
From CEO’s & managers in a
variety of settings.
5. Transition
ToolKit
Role
Commun-
Politics
ication
Managing
& Leading
Motivating
Planning
Environment
Learning
6. Some
favourite
sources:
u Harvard
Business
Review
blog
www.hbr.org
u Hill,
Linda.
Becoming
a
Manager.
Harvard,
2003
u Sheldon,
Brooke.
Interpersonal
Skills,
Theory
&
PracQce
u Mintzberg
&
Gosling,
“Five
Minds
of
a
Manager”
HBR
Nov
2003
u Managers
Toolkit:
The
13
Skills
Managers
Need
to
Succeed.
Harvard,
2004.
u Watkins,
Michael.
The
First
90
Days:
CriQcal
Success
Strategies
for
New
Leaders.
Harvard,
2003
u Ury,
William.
Power
of
a
PosiQve
No:
How
to
say
NO
and
SQll
get
to
YES
10. The
First
90
Days
Furious
ac*vity
is
no
subs*tute
ì Personal
disciplines:
for
understanding.
ì Plan
to
plan
ì Defer
commitment
H.H
Williams
ì Schedule
'me
for
priority
goals
ì Go
to
the
balcony
to
review
situa'on
ì Use
transparent
processes
ì Reflect
on
how
you’re
doing
ì Take
breaks
ì Build
&
maintain
rela'onships
Research
by
Michael
Watkins
11. Establish,
impart
&
Create
&
maintain
a
implement
a
vision
&
produc've
&
strategies
that
make
Embrace
ambiguity
mo'va'ng
work
your
organiza'on
environment
indispensable
Critical
Skills
There
-‐
simple
enough?
12. As
management
ì Your
current
role
incorporates
leadership,
management
&
supervision
ì You
do
things
with
people,
not
to
people
ì You
work
up,
down,
across
&
beyond
the
organiza'on
ì You
are
responsible
for
strategies,
ini'a'ves
&
implementa'on
13.
“Leaders
do
not
sit
in
the
stands
and
watch…….or
subs*tute
for
the
players.
Leaders
coach.
They
demonstrate
what
is
important
by
how
they
spend
their
*me,
by
the
priori*es
on
their
agenda,
by
the
ques*ons
they
ask,
by
the
people
they
see,
the
places
they
go,
and
the
behaviors
and
results
that
they
recognize
&
reward.”
The
Leadership
Challenge
Kouzes
&
Posner
14. Your
boss
role?
When new leaders falter it’s usually because they
“concentrate on doing more of what they have done to
succeed…they typically spend too little time cultivating
important relationships, especially with their bosses.”
Almost Ready: How Leaders Move Up, Harvard Business Review, January 2005
15. Regular,
effec've
interac'ons
to
understand
their:
▫ Percep'on
of
the
situa'on
▫ Style
&
strengths
Manage
the
management
▫ Preferred
communica'on
relationship
mode
Don’t
blame
predecessors
or
the
past
Draa
a
situa'on
analysis
within
No
surprises
for
superiors
first
3
weeks
as
discussion
framework
for
goals
&
sebng
Nego'ate
–
expecta'ons,
expecta'ons
' m e l i n e s ,
a p p r o a c h e s ,
resources
16. Tendencies
ì Understand
how
you
see
the
world,
and
how
the
world
tends
to
see
you
ì Myers-‐Briggs
ì Keirsey
ì DISC
ì Birkman
ì Strengths-‐Finder
17. Context
To
“lead”
means
to
take
a
library,
a
unit,
a
program,
a
service
or
a
• Be
clear
on
where
you
are
project
from
where
it
is
today
to
• Be
clear
on
where
you
are
where
it
needs
to
be
in
the
future
headed
to
be
or
con'nue
to
be
successful
• Be
clear
on
the
‘influencing
factors’
for
the
library
&
the
unit
• Keep
the
context
in
front
of
The
library
or
unit’s
context
is
what
is
everyone
doing
today,
what
is
happening
around
it
in
its
community
&
beyond,
and
what
it
wants
to
do
tomorrow
18. Establish
the
context
To
“lead”
means
you
want
to
go
forward:
ì decide
where
ì draa
the
framework
ì determine
the
“givens”
ì describe
it
in
simple
terms
ì Involve
the
team
-‐
their
input,
ideas
&
details
ì make
it
real
19. Clarify:
ì What
does
your
manager
expect?
ì What
do
they
expect
you
to
“deliver”
in
3
months?
ì 6
months?
12
months?
ì How
will
they
define
success
for
you?
What
will
success
look
like
from
their
view
point?
21. Successful
moves are
planned
ì To
plan
anything
effec'vely
you
must
know:
ì What
you
want
ì What
you’ve
got
ì Barriers
and
accelera'on
points
that
may
impact
your
journey
between
the
two
states
ì Formally
&
consciously
let
go
of
what
you
were
doing
and
the
professional
or
func'onal
exper'se
you
relied
on
ì “Promote
yourself”
ì Mentally
move
yourself
from
colleague
or
individual
contributor
to
agenda
seger
ì Develop
or
re-‐develop
rela'onships
with
boss(es),
colleagues
and
staff
22. Start
by
clarifying
your
role
1.
Iden'fy
the
differences
between
your
old
and
new
posi'ons:
2.
Iden'fy
the
similari'es
between
your
old
and
new
posi'ons:
23. And
how
you
will
fulfill
&
succeed
in
that
role
3.
What
strengths
and
skills
have
made
you
successful
in
the
past?
4.
Which
of
these
strengths
and
skills
can
you
con'nue
to
draw
on?
5.
What
skills
do
you
need
to
develop?
24. Your
individual
plan
What do you need to What do you need to What do you need to start
stop doing? continue? doing?
25. Smart
plans
rely
on
smart
goals
Must be
written
SMART
goals:
ì Specific
ì Measurable
ì Acceptable
ì Realis'c
ì Timed
26. Establishing
Goals:
be
smart
“By
July
20th,
iden*fy
the
4
cri*cal
issues
impac*ng
the
group
that
need
to
be
addressed
before
year
end.”
“By
August,
develop
a
plan
for
implemen*ng
group
collabora*on
tools
in
business
development”
“By
November,
100%
of
staff
will
have
received
training
in
the
collabora*on
tools”
27. Focus
on
the
goal
ì Most
common
error
of
new
leaders
is
failure
to
focus
ì Focus
on
2
or
3
cri'cal
areas
ì Iden'fy
wins
that:
ì Enable
you
to
learn
about
the
func'on
or
group
ì Build
credibility
for
both
you
and
the
group
ì Mager
to
management
ì Are
doable
in
the
culture
28. Goals
are
decisions
Discipline
means
choices.
Every
*me
you
say
yes
to
a
goal
or
objec*ve,
you
say
no
to
many
more.
Sybil
Stanton
29. Establishing
goals
ì What
are
your
goals
for
the
next
6
–
12
months?
ì Refer
back
to
worksheet
#1;
if
there
are
skills
you
need
to
develop,
include
them
in
your
goal-‐sebng
Goal Measures Target Date Steps
What will be in place What will success look
then, that isn’t in place like?
today?
31. "The art of bringing people together to get the right things
done.”
Donna Scheeder, Deputy CIO Congressional Research Service, former Director of Congressional
Law Library, former Director of Congressional Research and Past-President of SLA
33. Successful politics
ì Consider that political
alliances are really coalitions
ì What coalitions does your
boss have?
ì Identify the sources of
power for and in the library:
ì Expertise?
ì Status?
ì Control of resources? ($?
Rewards?)
34. Politicking
1. How well do you understand the politics of your parent organization
(how decisions are made, how things get done )?
35. Politicking
2. Use the chart below to identify the key stakeholders for you and
your organization (the organization for which you are responsible),
and your current relationship with them
Name Don t know them Know, but have Know well and
never conversed can approach at
any time
36. Politicking
4. What are the first 2 steps you can take to better understand and
manage within your organization’s politics?
38. Start
at
the
beginning
ì Most
problems
within
organiza'ons
are
the
result
of
people:
ì not
understanding
where
they
are
going
ì how
their
job
fits
ì what’s
expected
of
them
ì Forget
the
3
R’s;
concentrate
on
the
3
C’s:
ì Context
ì Communica'on
ì Clarity
85/15 Rule
39. Context,
Communication,
Clarity
To
link
people
&
what
they
do
to
the
{library}
business
strategy
&
vision
requires
connec*ng
the
dots
for
people.
It
means
making
sure
that
people
understand
how
they
can
contribute,
that
they
are
able
to
contribute,
that
they
have
the
right
informa*on
when
they
need
it
so
they
can
contribute&
that
they’ll
benefit
from
the
results
they
produce.
The
Leadership
SoluQon,
Jim
Shaffer
40. Keep the windshield clean
41. Create
a
positive
pull
within
the
context
Your
context
sebng
should
address
4
things
for
your
team:
1.
Why
they
should
want
to
be
in
your
organiza*on
2.
Why
customers
should
want
to
do
business
with
you
3.
Why
this
is
the
most
exci*ng
organiza*on
to
be
connected
with
4.
What
it
“looks”
like
-‐
the
details,
as
you
see
them
42. Establish
goals
with
team
ì Within
your
organiza'onal
structure,
work
with
staff
to
establish
expecta'ons
and
their
goals
ì Ensure
their
goals
“support”
achievement
of
your
goals
ì Ensure
your
goals
“support”
achievement
of
the
organiza'on’s
goals
(your
manager’s
goals)
43. Motivating
environments
rely
on
communication
What you are speaks so loudly I can’t hear a word you are saying.
Samuel Johnson
44. What
gets
in
the
way?
ì History
ì Human
nature
ì Tendency
is
to
try
to
understand
the
mo'ves,
values
&
interpreta'ons
of
those
people
we
like
ì What
happens
if
we
don’t
like
the
person?
ì Ask
yourself:
What
must
it
be
like
for
“x”,
with
their
character
&
perspec*ves,
to
work
with
or
report
to
someone
like
me,
with
my
character,
drives
&
s*muli?
“How
to
Mo*vate
Your
Problem
People,”
by
Nigel
Nicholson
in
HBR
January
2003,
pp
57+
45. Motivating
environments
Start
with
you
What
are
your
strengths
or
energizers?
How
does
your
job
capitalize
on
these
strengths?
What
rewards
are
meaningful
for
you?
What’s
the
best
way
to
coach
you
or
provide
you
with
feedback?
46. Motivating
environments
Now
talk
with
those
you
for
whom
you
are
responsible:
What
are
their
strengths,
talents
&
energizers?
How
does
–
or
how
can
their
job
capitalize
on
these?
What
rewards
are
meaningful
for
them?
What’s
the
best
way
to
coach
them
or
provide
them
with
feedback?
48. Power
Growth
Training
Why
aren’t
we
delegating?
49. Why
delegate?
Reviewing
your
tasks
&
'me
allotment
for
the
past
5
days:
1. Are
there
areas
where
you
need
to
delegate
more?
2. Are
there
areas
where
you
need
to
involve
others
more?
50. 1.
What
are
you
going
to
delegate?
Delegation:
the
process
ì What’s
the
“deliverable”?
ì What’s
it
include/not
include?
ì What’s
the
authority
level?
ì What
are
the
expecta'ons?
Your
expecta'ons?
ì What
skills
&
knowledge
are
required?
3.
Based
on
skills
&
knowledge
required,
who
will
you
delegate
this
to?
Why?
51. Delegation:
the
process
3.
How
will
you
discuss
the
assignment
with
the
individual,
and
why
you
are
assigning
it
to
them?
4.
Develop
an
outline
of
the
assignment
together
(use
the
framework
ques'ons
1
–
2);
use
your
ac've
listening
and
paraphrasing
skills
–
checking
for
understanding
of
the
end
result,
parameters,
authority.
5.
Agree
to
check-‐in
points
at
which
you
will
coach
the
employee.
Emphasize
that
the
employee
can
come
to
you
or
others
for
help.
Express
confidence.
6.
Inform
others
that
the
individual
will
be
learning
the
assignment
&
responsible
from
here
on
in.
52. Transition
ToolKit
Role
Commun-
Politics
ication
Managing
& Leading
Motivating
Planning
Environment
Learning
53. Managing
yourself
When
a
you
make
a
decision
or
take
a
key
ac'on,
write
down
what
you
expect
will
happen
(what
success
will
look
like),
and
keep
going
back
to
it
–
in
3,
6,
9
months
–
to
measure
where
you
are
ì Adapted
from
Peter
Drucker,
“Managing
Oneself”
Harvard
Business
Review,
January
2005,
p
102
54. ì
Know
your
preferences,
motivational
needs,
stressors
&
values
Keep
a
Red
Sheet
and
a
Green
Sheet
55. Priori'es
NOT URGENT URGENT
IMPORTANT
★
NOT IMPORTANT
56. Moving
forward
1. What
will
success
look
like
for
me
in
12
months?
2.
What
personal
disciplines
or
skills
do
I
need
to
develop
to
ensure
I
do
what
I
can
to
work
towards
that
success?
57. You
are
all
leaders
The
leader
of
the
past
was
a
person
who
knew
how
to
tell.
The
leader
of
the
future
will
be
a
person
who
knows
how
to
ask.
Peter
Drucker,
1993
You
are
people
who
know
how
to
ask,
and
how
to
learn.
You
are
the
leaders
of
the
future.
Rebecca
Jones
58. Let
me
know
how
you
are
doing!
Rebecca
Jones
Dysart
&
Jones
Associates
32
Apple
Orchard
Path
Thornhill,
Ontario,
CA
L3T
3B6
905/731-‐5836
Fax:
905/731-‐5411
rebecca@dysartjones.com