Leadership Development in Action Changing Lives Changing Libraries

Leadership Development in Action Changing Lives, Changing Libraries Jerilyn Veldof University of Minnesota

“We’ve done something game changing to focus on leadership. ” Wendy Pradt Lougee

Erik at 9: 07 - http: //z. umn. edu/idpvideo

Ryan at 5: 50 - http: //z. umn. edu/idpvideo

Cultivating Leadership Identity

What’s your mindset?

Growth vs Fixed Mindset by Matthew Metoyer, You. Tube

Fixed mindset

Growth vs Fixed Mindset by Matthew Metoyer, You. Tube

Vision: Build a vibrant leadership culture in the University Libraries. Mission: Develop current and emerging leaders at all levels of the organization. Overall Goal: Strengthen the University Libraries’ ability to be effective and successful by preparing and supporting current and emerging leaders at all levels.

1. 2. 3. digital humanities collaboration metrics and impact diversity engagement leadership development 1. 2. 3. 4. 1. 2. 3. management and curation data literacy (student/faculty focus) data visualization geospatial data 1. 2. 3. 4. media literacy information literacy e-learning evidence-based practice 1. 2. 3. Special collections Preservation New models (e. g. , DDA, approval plans, collective collection, one selector) institutional repositories content mashups/containers/publishing digital collections/libraries

And then. . . the projects …. the committees And more projects and committees…. And more projects and committees….

rian a r ib v. L i n U AUL tor c Dire Prog ram

Impact of “Under Management? ”

“I’ve never met an effective leader who wasn’t aware of his talents and working to sharpen them. ” - Wesley Clark Former NATO Supreme Allied Commander

12 in each cohort from across the Libraries ❏ Complete assessments ❏ Get coached on the results ❏ Get coached through an Individual Development Plan ❏ Work with a peer coaching group on plan and implementation

“I think we create the world we live in everyday for ourselves. This program provided the steps and structure to define what we want and how to achieve it. In turn, this institution created a group of individuals who are positive-thinking, forward-directed and confident and they are bringing that approach to work with them everyday. ” – Program participant

“When I started the program I was 3 years as a librarian and at a personal crossroads. . . That was a time when I was kind of making a reevaluation about whether I should stay here or not. I think it was this program and working with the coach about what is the best, most rewarding ways I can work here and continue on [that helped me commit to staying]. ”

“Maybe traditionally here you don't always receive a lot of meaningful feedback. You may get some feedback about a task you're performing, but that's once a year. But I really received meaningful feedback on the 360. My supervisor wrote some extremely insightful comments. My coworkers’ perspectives I never had access to before. And then there was the coach who pointed out what to focus on. ”

IDP supervisors. . . “What I have noticed about the employee is that she is more confident in herself and her abilities. She is building new relationships with people outside her department. She is maturing and becoming a great asset for the Libraries as she enriches herself by expanding her skill set and identifying personal long term goals. ”

IDP supervisors. . . • • • “She has learned not to take feedback personally. That often got in the way of her development in the past. ” “She certainly has gained confidence in her interactions with others. ” “More poise and confidence. Reasoned approaches to decision making. ”

IDP supervisor issues/concerns “It is difficult for me to tell whether any change/difference was 'caused' by the IDP because so many things have changed in the staff position. ”

However… • “Attendees do seem to appreciate the effort, so there is some worth to it. ” • “This program provides an awareness of strengths and weaknesses and some tools to start down the road. ” • “… it clearly reinforced his efforts, and he reported great satisfaction with the program. ”

66% 33%

Total cost person: $650 - $875* (depending on how much cooaching they use) *plus my time

Emily at 6: 37 - http: //z. umn. edu/idpvideo

Erik at 10: 48 - http: //z. umn. edu/idpvideo

For everyone who supervises Semester-long, half-day immersions into core supervisory skills

rian a r ib v. L i n U AUL tor c Dire Prog ram

Total cost person: $0* *plus my time

For Directors Only Open, unfettered lunch time discussions on topics the directors deem important and timely.

• “Provided a very good framework for discussing openly about several areas relating to management and navigating Libraries operating methods. ” • “This group provided me with very useful suggestions and insights in coming new into this organization and how to understand act on the role of Director. I have been able to bring topics to these discussions in order to learn best practices and approaches. ”

• “It's a rare opportunity to talk over things with some directors that I only see in LLC, when there's no time for conversation. Shared issues can and do emerge and we can share advice, talk strategy, etc. ” • “Without the lunch there's really little or no opportunity to connect with some people in other departments outside my division. ”

“The biggest advantage to attending has been hearing that others are experiencing similar issues, such as our discussions around the job family class, performance reviews, etc. … to hear from the other divisions' directors is really insightful to see how all are affected and how others are dealing with situations. ”

Total cost person: $80* *plus my time

For managers (optional) Year-long peer coaching commitment

• “Useful suggestions on how to confront communication or disciplinary issues with staff. Just having a sounding board has been helpful. ” • “Hearing different perspectives on handling issues from group members. Getting advice from them were helpful. Just having an opportunity to talk to some one who has no buy-in either way helps. ”

• “It was helpful to talk through issues with people not associated with my area providing neutral feedback. ” • “My peers have been with the Libraries for a long time. They were able to illuminate the history behind current organizational dynamics which was important to learning "the unwritten rules" of the organization. ”

Total cost person: $0* *plus my time

Grand total for all programs? $7, 800 - 10, 580* *plus my time

What is your library’s [current] investment in staff development?

$97 Approximate cost of central development funds per Libraries staff member Not including travel! FY 2011 -2012

26% of the Library staff $160 per individual request Not including travel!

Total spent in private sector person? $1, 195 ASTD 2013 State of the Industry report

Total cost per Library staff: $300 ($1, 195) including leadership development *plus my time Not including travel!

$2 Million Dollars

Do you have a development plan? • What job-related skills will you need a year from now? 3 years from now? • What do you need to learn now that will make the biggest impact on your success in your current role?

Leadership is an identity, not a position.

“In the first announcement that came out it said we're not looking for just supervisors or people who want to be supervisors. It was for leaders from where they're at. ”

“My first reaction when I heard about this [program] was if this was just another “identify the usual suspects, ” forget it. But then I said no, I have a shot at this and i'm going to give it a try…”

If you could design the perfect leadership development program, what would it look like?

Why don’t you?

Your Challenge * Cultivate a culture of leadership * Build a growth mindset * Use, adapt our’s or invent your own leadership programs * Host one yourself!