Keynote presentation - Today's Tomorrow
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Transcript of Keynote presentation - Today's Tomorrow
Today's TomorrowShared Vision and Collaboration
Anthony Chow, Ph.D.Assistant Professor
The University of North Carolina at GreensboroAugust 7, 2012
Dreaming of a better place
• My mother and father were born during WWII• My grandfather was only one of 500 Chinese
allowed in the US• My father-in-law was a Marine in both Korea
and Vietnam• All dreamt and fought for and an envisioned a
better future
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My leadership perspective• Quarterback of my high school football team• Marine Corps Officer Candidate• Youngest candidate for SF School Board• Government Training Manager• Internet Training Manager• Director of Online Learning• Director of Information Technology• Coach• Taught Leadership at both the graduate and undergraduate level
for the past 12 years• Most importantly – husband of my high school sweet of 26 years
with three great (sometimes difficult) kids!3 of 26
What will the libraries of tomorrow look like?
UC San Diego’s Geisel Library
Seattle Public LibraryBoston Public Library
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How do we know how to prepare for the future?
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• The needs of users are growing quickly – CPCC goals– Staff needs– Student/Faculty needs– CPCC libraries must align with your changing environment
• National trends (IL, Databases, Instruction, Marketing)• A strategic plan• Needs assessment• Constant staff/patron feedback• Refine as needed (the conversation is half the battle)
Handling rapid change
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People Meeting the Needs of Other People
Orange County Libraries
Orange County Goals
City Goals
Community Goals
Library Administration
and Staff
Educational Goals
•Interviews •Strategic plans•Data
•Interviews•Surveys•Focus Groups•Data
What are the libraries of the future?
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• 3+12+4– Three secrets of exemplary customer service• Decide what you want (establish a vision of ideal
customer service)• Discover what customers want (this is an individual
relationship – different folks, different needs)• Deliver +1 (consistency, flexibility, personalized service
(get to know them as people)(Blanchard & Bowles, 1993)
Happy employees, happy customers
Ken Blanchard
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• 3+12+4– Groundbreaking research by Gallup• 80,000 managers worldwide• World class managers focus on their employees• Happy employees, happy customers• Focus on strengths not weaknesses• You can’t change people but you can change the job• Align strengths with day-to-day tasks and job• Focus on ends not means• Inside Out approach
Happy employees, happy customers
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• 1. Do I know what is expected of me at work?• 2. Do I have the materials and equipment I need to do my work right?• 3. At work, do I have the opportunity to do what I do best every day?• 4. In the last seven days, have I received recognition or praise for doing good work?• 5. Does my supervisor, or someone at work, seem to care about me as a person?• 6. Is there someone at work who encourages my development?• 7. At work, do my opinions seem to count?• 8. Does the mission/purpose of my company make me feel my job is important?• 9. Are my co-workers committed to doing quality work?• 10. Do I have a best friend at work?• 11. In the last six months, has someone at work talked to me about my progress?• 12. This last year, have I had opportunities at work to learn and grow?
From First, Break All the Rules, What the World's Greatest Managers Do Differently by Marcus Buckingham & Curt Coffman, Simon & Schuster, 1999.
The 12 Questions
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3+12+4:1. Select for talent (not experience)2. Define the right outcomes (not process)3. Focus on strengths (not weaknesses)4. Find the Right Fit (not the “perfect”
employee)
4 Master Keys
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Communication and working well as a team
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• Central tenets1. Different perspectives help “complete” the whole
picture2. Forming, Storming, Norming, and Performing3. What works for you will not work for everyone else4. Seeing “eye-to-eye” means respecting individual
differences emphasizing outcomes and not the pathways of getting there
5. Continuous improvement – you can learn new “tricks” no matter how old of a dog you are!
Communication and working well as a team
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• Do not take “it” personal• Do not talk bad about others – talk differences in
ideas and personalities and not people• Identify the right outcomes and measure it• Establish “norms” that reflect individuality not “cookie
cutter” robots• Accept each other for who they are and not what you
want them to be• Get to know each other (personally and
professionally)
Things YOU can do
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• Embrace “problems” and “frustrations” as learning and growing opportunities.
• Differences reflect diversity which is very healthy
• Respect others’ perspectives on things – you don’t have to do it “their” way and they don’t have to do it “your” way.
The cup is always half-full
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• Align ends, means, and processes through a strategic plan• Have fun and socialize a lot with one another (you spend most
of your waking hours at work!)• Allow similarities and common vision and goals to define you –
not your differences (norm them)• Individualize your services at the point-of-contact – listening and
talking to them about who they are and not what they are there for
• Focus on people and not transactions and getting things done• Continuously discuss, process, and grow• “Inspect what you expect.”• You can’t change people, you can change yourself
Things you can do as a team
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The role of conflict resolution in predicting group outcomes
(Behfar & Peterson, 2008)
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What do library administrators have to say about library leadership and management?
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Interviews with NC library administrators
41%
21%
14%
14%
5%5%
Library Administrator Ideal Qualities (n=109)
EmpathyVisionCommunicationFlexibilityDelegationIntegrity
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Empathy is #1
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academic public school media special0
5
10
15
20
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Administrator Primary Tasks by Library
Building
Human Resources
Service to users/Programming
Setting Vision/Goals
Budget/Financial
Collection Management
Represent Library
Meetings
Supervise Staff
Business Operations
Assessment
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What does it all mean?
• 3 + 12 + 4• Know what you
want• Discover what
your patrons want• Deliver
consistently
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Organizational Management
• Needs Assessment• Strategic Planning• Analytics and Informatics• Invest in staff with clear goals and resources,
continuously improve with internal/external customer feedback.
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A Strategic Future
• Contributing to the future success of people and our nation
• Your success is paramount - You succeed, they succeed
• 3+12+4• What is my life’s motto? “Make your own luck – envision the future you want and don’t quit until you get it….”
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Questions?
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