Strengthening Innovative Library Leaders A Program for Library

Strengthening Innovative Library Leaders: A Program for Library Training Providers (SILL) Mortenson Center for International Library Programs University of Illinois This work is licensed under the Creative Commons Attribution-Non. Commercial-Share Alike 4. 0 International License (CC BY-NC-SA 4. 0). https: //creativecommons. org/licenses/by-nc-sa/4. 0/ i

Acknowledgements This training materials were designed and written/adapted by Susan Schnuer, with great assistance from Rebecca Mc. Guire. Many thanks to all the individuals who contributed excellent input: Clara Chu, Eric Kurt, Lindy Wheatley (USA); Veno Kauaria, Namutenya Hamwaala, Teopolina Shuumbili, Sabina Neumbo, David Matsveru, Jason Nangolo, Loide Panduleni, Jean Kanengoni (Namibia); Thant Thaw Kaung, Su Su Hlaing, Mae Moe Nwe (Myanmar), and all the librarians who participated in the pilot SILL trainings Also with great contributions from our evaluator, Rebecca Teasdale (USA) ii

Your Training Team iii

Strengthening Innovative Library Leaders (SILL) • A project supported by the Bill & Melinda Gates Foundation • There is a need for easy-to-use, high-quality, affordable, and foundational library leadership training materials in many areas of the world. • The training is highly interactive and practical, and offers leadership training to many librarians, regardless of their role in the library. • Training materials were developed by the Mortenson Center for International Library Programs at the University of Illinois in the USA • Pilot test countries are Namibia, Myanmar, Haiti. Armenia, India, Nepal, & Bhutan. iv

SILL Training At the end of the SILL training, participants should be able to: 1. Have a better understanding of their own leadership style and feel more confident as a leader. 2. Feel better prepared to: –Make suggestions in the workplace –Take initiative –Solve problems –Be innovative –Communicate with others in the library v

Image Credit: http: //www. ifunny. com/pictures/who-wants-chang/ vi

Your expectations Let’s spend a few minutes talking about what you hope to learn during this leadership training. vii

Leadership Course Framework Leadership Styles Library Leaders as Communicators Library Leaders as Innovators Library Leaders as Planners viii

House Rules • • • Have fun Talk and laugh Be on time for each session Please turn off cell phones Respect the opinions of others Ask questions ix

SILL Teams Each team must select a team name such as: The Fast Lions The Clever Monkeys The Loyal Elephants x

Participant Workbook & Leadership Profile You will complete handouts in your Participant workbook throughout the training. Leadership Profile • Located on the first page of the workbook • Complete after each module • Evaluate your participation and answer 1 -2 questions about what you learned in the module. xi

Problem-Solving We will be solving many problems together during this training. We will use a simple 6 step process to solve the problems. Let’s look at our first problem: Problem: There is not enough technology in the library to meet the needs of our users. The librarians asked the local government official for funds to buy an additional 3 tablets. The local government official refused to give funding because, “Libraries are about books, not technology. ” xii

Solve the Right Problem “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it. ” -Albert Einstein xiii

Problem Solving Process • Step 1 – Solve the right problem by defining the problem • Step 2 – Take responsibility for the problem & avoid blame • Step 3 – Gather information • Step 4 – Discuss solutions • Step 5 – Implement the best solution • Step 6 – Review the decision “Which Way? ” by jscreationzs. http: //www. freedigitalphotos. net/images/Ideas_and_decision_m_g 409 -Which_Way_p 22368. html. Used under CC BY xiv

Solving Our Problem: There is not enough technology in the library to meet the needs of our users. The librarians asked the local government official for funds to buy an additional 3 tablets. The local government official refused to give funding saying that: “libraries were about books not technology”. Step 1 – Define the problem Step 2 – Take responsibility and avoid blame Step 3 – Gather information Step 4 – Discuss solutions Step 5 – Implement the best solution Step 6 – Review the decision xv

Team Summaries • Each team will be responsible for summarizing 3 to 5 lessons learned in a module. • Each team must sign up for one module: • Module 1 – Leadership Styles • Module 2 – Library Leaders as Innovators • Module 3 – Library Leaders with a Plan • Module 4 – Library Leaders as Communicators • Closing – Top three lessons learned xvi

Module 1: Leadership Styles for Librarians 1. 1

Learning Objectives • After module 1 of this training, you will be able to: – Define several common styles of leadership and understand how they affect various situations given context. – Describe the leadership style or styles that feel most natural to you. 1. 2

Icebreaker: Line-Up • Stand shoulder-to-shoulder in a horizontal line. • You will be asked a series of questions and asked to step forward or backward depending on your answer. 1. 3

What is leadership? “Leadership is influencing people to take action. In the workplace, leadership is the art of getting work done through other people. Leadership can be widely distributed within an organization – most everyone leads at some time or another, if not all the time. And it’s highly situational: anyone might step forward to lead, given the right circumstances. ” -Daniel Goleman 1. 4

Emotional Intelligence by Daniel Goleman • Definition: Self-control, zeal, persistence, and the ability to motivate oneself. • The 5 Domains of Emotional Intelligence: –Knowing your own emotions –Managing your emotions –Motivating yourself –Empathy –Handling Relationships 1. 5

Management and Leadership “You manage things, you lead people” -Grace Murray Hopper, US computer programmer • All leaders must be managers. • All managers must be leaders. 1. 6

Management and Leadership Main Task What needs to be done Management How? Why and For Whom? Create network of Organizing: people, relationships to resources, and plans accomplish agenda Ensure job gets done Leadership Plans, timelines, and assessment Matching the right people to the right task Motivates people; rewards achievements and successes (Based on chart by Dr. Steven B. Wolff. www. profwolff. org) 1. 7

Daniel Goleman’s Leadership Styles • Daniel Goleman’s research found that leaders use six styles. Each springs from different components of emotional intelligence. Everyone shows many or all of these different styles but some more often than others. • Commanding • Visionary • Affiliative • Democratic • Pacesetting • Coaching Coercive Coaching Authoritative Goleman’s Leadership Styles Pacesetting Affiliative Democratic 1. 8

Commanding • • Demands immediate compliance “Do what I tell you to do” Drive to achieve, initiative, self-control Style works best in a crisis, to make an immediate decision or to work with problem employees • Weaknesses: individuals can feel like their opinions do not matter and that they are not treated with respect. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 9

Visionary • • Mobilizes people toward a vision “Come with me” Self confidence, empathy, change agent This style works best when a new vision or clear direction is needed. • Weaknesses: At times has trouble communicating the vision clearly. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 10

Affiliative • • Creates harmony and builds emotional bonds “People come first” Empathy, building relationships, communication This style works best to resolve conflicts on a team and to motivate people during stressful circumstances. • Challenges: Avoids conflict and upsetting situations. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 11

Democratic • • Forges consensus through participation “What do you think? ” Collaboration, team leadership, communication This style works best to build buy-in or consensus, or to get input from valuable employees • Weaknesses: sometimes more listening than action. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 12

Pacesetting • • Sets high standards for performance “Do as I do now” Conscientiousness, drive to achieve, initiative This style works best to get quick results from a highly motivated and competent team. • Weaknesses: Does not always recognize the emotions of others. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 13

Coaching • • Develops people for the future “Try this” Developing others, empathy, self-awareness This work style works best when helping an employee improve performance or develop longterm strengths. • Weaknesses: can have trouble articulating how others can achieve the vision. Goleman, Daniel, “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82 -83. 1. 14

Group Activity • Each group will receive one problem scenario card. Open to page 4 in your workbooks, and decide how each leadership style would tell his/her staff to resolve the scenario on your card. – Each group should select a recorder to summarize what their group wrote. 1. 15

Leadership Styles Assessment • Open to the Leadership Styles Assessment on page 5 of your workbooks. • You have 100 percentage points, and you must rate each leadership style according to how often you use it. You will most likely have two styles that are your highest and two that are your lowest. • Your total must equal 100%. » » » » Affiliative Coaching Commanding Democratic Pacesetting Visionary Total example: example: 100 % 5% 15 % 10 % 40 % 20 % 1. 16

Leadership Styles Assessment: Partner Feedback You will be paired with another participant for 15 minutes. During this time you are to accomplish the following: 1. Explain what you think are your top two preferred leadership styles and give an example of a situation when you used one of the styles. 2. Discuss which leadership style you would like to practice more than you currently do. 1. 17

Group Assessment of Leadership Styles You are going to be given a situation and each group has to decide how best to solve the issue. One person in your group will be an observer. All the observers should meet with a trainer right now. 1. 18

Group Assessment of Leadership Styles • You just found out that the local television station will be visiting the library next week for 30 minutes to document the importance of a public library. Discuss and decide the following: – How will you prepare for the visit? – What are the messages that are important to have the journalists hear? – With whom should the journalists speak? You have ten minutes for this exercise. 1. 19

Group Assessment of Leadership Styles • Debrief – In small groups, the observer will provide feedback on leadership styles. – Each group has one minute to tell us two ideas that they had for the television station visit. 1. 20

Individual Leadership Styles • What are your two most dominant styles? Why are they comfortable? • Did the observer agree with your dominant styles? Why or why not? • What style do you use infrequently that perhaps you should use more? Why should you use it? When should you use it? 1. 21

Update your Leadership Profile for Module 1 at this time. 1. 22

Module 1 Recap The assigned team will state 3 -5 lessons learned in this module. The team should briefly discuss this with each other, then present their lessons to the training group. 1. 23

Module 2 – Library Leaders as Innovators 2. 1

Learning Objectives After Module 2 of this training, you will be able to: – Articulate three global trends for innovative libraries – Gain insight into your strengths as innovators – Define or two strategies for making your library more open to innovation 2. 2

Icebreaker: Paper Airplanes You have 5 minutes to create a paper airplane in your group. The trainers will give you a target you must try to hit. 2. 3

Icebreaker: Paper Airplanes 1. What happened in your group? Who took responsibility? 2. Did you work individually or in teams? 3. When someone hit a target did anyone ask to see their design? 4. How innovative were you in creating your designs? 2. 4

Innovative Problem-Solving Problem: Library users stand in line each morning waiting for the library to open and eat food. They leave their trash behind. We need to stop them from doing this. Step 1 – Define the problem Step 2 – Take responsibility and avoid blame 2. 5

Innovation Examples on You. Tube 1. The Dancing Traffic Light Manikin 2. Brilliant and Innovative Idea 2. 6

Solving the “Trash in the Library” Problem 1. Let’s define the problem as: We need to encourage readers to use the trash cans in front of the library 2. Each group should think of innovative and fun ways to get users to start using trash cans. You have 10 minutes, then you will report to the group. You can draw or write on a flip chart. You cannot say that you will post policies about trash to educate users. Think more creatively! 2. 7

What is innovation? Innovation is the process of changing, adapting, or inventing a good or service that improves or creates value for our users. Characteristics of Successful Innovations 1. It’s all about the users 2. Innovations solve a problem. 3. Good innovations do not always require funding, so lack of funding is not an excuse for a lack of innovation. 4. Most innovations involve some risk-taking. 5. Great innovations are sustainable. 2. 8

Global Trends in Innovative Public Libraries 2. 9

Innovation Areas • Users - who uses a public library? • Space - what does it look like when you walk in? • Resources - what things are inside the library? • Programs - what’s happening at the library? 2. 10

2. 11

“Black and White National Library Symbol” by ALA The American Library Association. https: //www. flickr. com/photos/ala_members/4622063653. Used under CC BY. 2. 12

Innovative Public Libraries Three global trends: 1. Services for everyone 2. A technology hub in a digital world 3. Friendly spaces, collections, policies, & librarians 2. 13

Trend 1: Services for everyone 2. 14

Trend 1: Services for everyone 2. 15

Trend 1: Services for everyone http: //www. helmet. fi/en. US/Libraries_and_services/Tapiola_Library/Events/Opi_suomea_language_caf e_for_refugees(77860) https: //www. facebook. com/linkopingsstadsbibliotek/posts/1119730381390468: 0 2. 16

Trend 2: Technology hubs in a digital world 2. 17

Trend 2: Technology Hubs in a Digital World Cluj County Library, Romania Image Credit: https: //www. facebook. com/photo. php? fbid=655869101109111&set=pb. 594835153879173. 2207520000. 1382038152. &type=3&theater 2. 18

Trend 2: Technology hubs in a digital world Image credit: Beyond Access 2. 19

Trend 3: Friendly Spaces 2. 20

Trend 3: Friendly Collections Image Credit: http: //image. shutterstock. com/display_pic_with_logo/262588, 1273767174, 1/stock-photo-books-dictionaries-of-different-languages-53003623. jpg http: //www. paulgravett. com/books/gn/gn_main. jpg http: //farm 9. staticflickr. com/8495/8391867131_f 7 e 9454 e 81_o. jpg 2. 21

Trend 3: Friendly Policies Image Credit: Beyond Access Image Credit: http: //i. huffpost. com/gen/967754/thumbs/r-LIBRARIAN-large 570. jpg? 6 2. 22

Trend 3: Friendly Librarians https: //www. facebook. com/Beyond. Access. Initiative/photos/pb. 243185635767756. -2207520000. 1448396934. /781779515241696/? type=3&theater 2. 23

Group Exercise The trainers will give you Post-it notes. Please write down innovative ideas and activities that are currently happening in libraries in your country. Then, post your innovative programs and services on the flip charts under the correct trend. • The three trends in innovative libraries are: –Services for everyone –A technology hub in a digital world –Friendly spaces, collections, policies, and librarians 2. 24

Are you an innovator? Characteristics of an innovator: 1. Empathetic: What does my user or co-worker need? 2. Problem finders: Innovation starts with questions 3. Risk-takers: Trying something that might fail 4. Networked: Innovative ideas need to be shared and discussed 5. Observant: Noting when something is not working well 6. Creators: You have to make your idea happen 7. Resilient: Willing to keep trying even if it is not perfect 8. Reflective: What worked? What did not work? 2. 25

Individual Exercise How Innovation Adept are You? • On the assessment there are 15 dimensions that will help you assess your leadership as an innovator. Rate yourself with a number between 1 and 10. If you strongly agree with a statement give yourself a 10. If you strongly disagree, give yourself a 1 or 2. Or, rate yourself somewhere in the middle. 2. 26

Activity – Balloon Tower Using the balloons and tape supplied to your team, build the tallest, free-standing, self-supporting balloon tower that is possible. 2. 27

Developing an Innovative Idea for your Action Plan Each participant will leave the training with an action plan. The first step is to develop an innovative idea. Please fill out the sheet in your handbook and answer the following questions: 1. Which user group will benefit from this innovation? 2. Please describe your innovative idea. 3. Pick one of the three global trends that best fits your idea. 4. Have a trainer or another participant review and approve your idea. 2. 28

Is your library ready for innovation? • Innovations are customer-focused. • There is a clearly defined process for presenting innovative ideas to be reviewed and acted upon. • Everyone understands that failure is a possibility. The focus is on learning from every experience. • There is an environment of trust throughout your department and the library. • Individual staff members feel empowered and are encouraged to collaborate. 2. 29

Update your Leadership Profile for Module 2 at this time. 2. 30

Module 2 Module Recap The assigned team will state 3 -5 lessons learned in this module. The team should briefly discuss this with each other, then present their lessons to the training group. 2. 31

Welcome to Day 2 Strengthening Innovative Library Leaders: A Program for Library Training Providers (SILL)

Module 3: Librarian Leaders With a Plan 3. 1

Learning Objectives: After Module 3 of this training, participants will be able to: – Develop a well-written innovative goal for their library – Draft a 1 year action plan that they will implement on their return home 3. 2

Icebreaker: Value Cards Each group will have 10 minutes to select the five most important values for public libraries. 3. 3

Successful Leaders have Concrete Plans How does an action plan help you to be a leader? -It clearly articulates what you intend to do and how you will measure impact -It helps you to tell your story and advocate for your idea -It is critical if you are asking for financial resources -It helps turn your dream into reality -It helps to keep you focused 3. 4

Problem Solving The elderly people are complaining that the teenagers at the library are making too much noise. They are finding it hard to read their newspapers in that noisy environment. 1. 2. 3. 4. Define and analyze the problem. Take ownership of the problem, avoid blame. Gather Information Discuss and implement best solutions Time for an Action Plan! 3. 5

Developing a Goal • An important part of communicating your innovative idea is to have a well-written goal. • Well written goals share these characteristics: Specific Measurable Achievable Relevant Time Bound SMART GOALS 3. 6

S. M. A. R. T Goals Let’s look at two goals and apply the S. M. A. R. T. concept 1. 50% of new books are on the shelf within 5 days after library receipt by August 12, 2015 VS 2. Make new materials accessible to users more quickly 3. 7

S. M. A. R. T Goals Which goal is the easiest to measure? 1. A. 50% of library users will become more literate B. The circulation of materials to users between the ages of 5 -14 will increase by 10% 2. A. 120 new library users will sign up for membership cards. B. 10% of community users will sign up for new membership cards. What is missing from these goals? 3. 8

Action Plan Goals Which goal has the best timeline? 1. The circulation of materials to users between the ages of 5 -14 will increase by 10% in the next year. 2. 120 community members will sign up for membership cards by December 30, 2016. 3. 9

Writing Goals You will have 15 minutes to take the innovative idea that you developed yesterday and turn it into a S. M. A. R. T goal. Specific Measurable Achievable Relevant Time Bound *Remember: this goal must be measurable. Think about how you will measure its impact. You should also have a strong timeline. Example: 150 unemployed Spanish-speakers in the community will participate in digital literacy training from August 2015 -July 2016. Now write your goal in your participant handbook on p. 11 3. 10

Developing your Action Plan complete the first three questions. 1. Can you summarize the vision/mission of your library? 2. Which user group will benefit from your innovative idea? 3. Pick one of the three global innovation trends that best fits your idea. 3. 11

Action Plan Example Can you summarize the vision/mission of your library? Provide world class services to the citizens of the City of Champaign Which user group will benefit from your innovative idea? Unemployed Spanish-speaking individuals in Champaign who need technical skills to find a job. Pick one of the three global innovation trends that best fits your idea. “Services for everyone” 3. 12

Developing your Action Plan - Continued Do you need to get permission from a supervisor, director, and/or colleagues before implementing the goal? If yes, please explain. 3. 13

Listing your Actions List all of the actions that you need to take to implement your goal. With each action you also need to list when you will complete it, who will be responsible for completing it, and possible community partners. Actions Timelines Responsibility of. . Partners 1 2. 3. 4. 5. 3. 14

Sample Action Plan Actions Timelines 1. Identify trainers with Spanish By January 1, 2015 language 2. Design the training program By March 1, 2015 Responsibility of. . Partners Me (outreach librarian) Spanish speaking community organizations Me and Instruction Team NGOs working with immigrants All librarians Me and instruction team City of Champaign 3. Promote the training Starting April 1, 2015 4. Offer the training Starting June 1, 2015 5. Evaluate the training After each training and also Library assessment a three month follow-up coordinator 3. 15

Last Section of your Action Plan You have two more questions to complete before you finish your action plan: 1. Do you need any resources or funding to implement this action plan? If so, please list. 2. How will you measure if your action plan has been successful? 3. 16

Action Plan Example What resources or funding do you need? A small budget to hire the Spanish trainers and to promote the service, estimate $500, rooms at the public library and access to technology. How will you measure if your action plan has been successful? If 150 unemployed Spanish-speakers in the community participate in the training. If there is evidence that participants found a position after the training. 3. 17

Sharing your Action Plan An important part of creating action plans is the ability to quickly and effectively communicate them to others. Think about common questions you will be asked about your innovative idea and action plan: - What is the cost? - When will it be completed? - How will it benefit the library & community? - Why should your plan be implemented? 3. 18

Practice! 1. Take 5 minutes to brainstorm how you will share your Action Plan idea with your supervisor. Then, take turns sharing at your table. Your speech should last between 30 seconds and 2 minutes. 2. Nominate one person from your table to share their Action Plan with the group. 3. 19

Sharing your action plan Each group will nominate one person from their table to give their speech to the entire group. 3. 20

Update your Leadership Profile for Module 3 at this time. 3. 21

Module 3 Recap The assigned team will state 3 -5 lessons learned in this module. The team should briefly discuss this with each other, then present their lessons to the training group. 3. 22

Module 4: Library Leaders as Communicators 4. 1

Learning Objectives: After Module 4 of this training, participants will be able to: • Compare the 4 communication styles and discover their style • Describe the main characteristics of communication styles • Apply techniques for adjusting to other communication styles 4. 2

Ice Breaker Drawing a picture 4. 3

Problem Solving “You asked your colleague to give you a report on a project they were working on by a specific deadline. However, when the deadline came, they had not completed the report. ” 1. Define the problem. 2. Take responsibility for the problem and avoid blame. 3. How could you solve this problem? 4. 4

Communication Styles Style 1: Action (A) Results Objectives Achieving Doing 4. 5

Communication Styles Style 2: Process (PR) Strategies Organization Facts 4. 6

Communication Styles Style 3: People (PE) Communication Relationships Teamwork 4. 7

Communication Styles Style 4: Idea (I) Concepts Theories Innovation 4. 8

Communication Styles application • Now you know that there are 4 communication styles • You cannot change peoples’ styles • You have to change your communication style so that you can work with others “People with Speech Bubble” by David Castillo Dominici. http: //www. freedigitalphotos. net/images/Communications_and_n_g 263 -People_With_Speech_Bubble_p 60126. html. Used under CC BY. 4. 9

Communication Style Self- Assessment • Remember that there are no right or wrong answers • Both choices might seem right to you, pick the one that is the most like you • Some of the vocabulary words might be unfamiliar, ask for an explanation if you need it. • Think of yourself at work and your behaviors at work. Instructions: Please select from each pair of sentences the attribute that is most typical of your personality. No pair is an either-or proposal. Make your choice as quickly as possible, do not think too much about it. There is no wrong answer. For example: 1 and 2 are a pair, you will circle either 1 or 2. 1. I like action. OR 2. I deal with problems in a step-by-step way. 4. 10

Communication Assessment Scoring Circle the items you have selected on the scoring sheet and add up the totals for each style. The maximum number of points per style is 20. Your total for all four styles should equal 40. 4. 11

Action Style (A) CONTENT – people with this style talk about: RESULTS OBJECTIVES PERFORMANCE PRODUCTIVITY EFFICIENCY MOVING AHEAD DECISIONS RESPONSIBILITY FEEDBACK EXPERIENCE CHALLENGES ACHIEVEMENTS CHANGE 4. 12

Action Style (A) PROCESS – people with this style talk are. . PRAGMATIC (DOWN TO EARTH) DIRECT (TO THE POINT) IMPATIENT DECISIVE QUICK (JUMP FROM IDEA TO IDEA) ENERGETIC (CHALLENGE OTHERS) 4. 13

Process Style (PR) CONTENT – people with this style talk about: FACTS PROCEDURES PLANNING ORGANIZING CONTROLLING TESTING TRYING OUT ANALYSIS OBSERVATIONS PROOF DETAILS CAUTIOUS 4. 14

Process Style (PR) PROCESS – people with this style talk are. . SYSTEMATIC (STEP-BY-STEP) LOGICAL (CAUSE AND EFFECT) FACTUAL VERBOSE UNEMOTIONAL PATIENT 4. 15

People Style (PE) CONTENT – people with this style talk about: PEOPLE NEEDS MOTIVATION TEAMWORK COMMUNICATION S FEELINGS TEAM SPIRIT UNDERSTANDING SELFDEVELOPMENT SENSITIVITY AWARENESS COOPERATION BELIEFS VALUES EXPECTATIONS RELATIONS 4. 16

People Style (PE) PROCESS – people with this style talk are. . SPONTANEOUS EMPATHETIC WARM SUBJECTIVE EMOTIONAL PERCEPTIVE SENSITIVE 4. 17

Idea Style (I) CONTENT – people with this style talk about: CONCEPTS WHAT’S NEW IN THE FIELD INNOVATION CREATIVITY INTERDEPENDENC OPPORTUNITIES E NEW WAYS POSSIBILITIES NEW METHODS GRAND DESIGNS IMPROVING ISSUES PROBLEMS POTENTIAL ALTERNATIVES 4. 18

Idea Style (I) PROCESS – people with this style talk are. . IMAGINATIVE CHARISMATIC DIFFICULT TO UNDERSTAND QUIET UNREALISTIC CREATIVE FULL OF IDEAS PEACE LOVING 4. 19

Group Exercise 1. In your opinion, what is a characteristic of a good meeting? 1. What do you dislike about meetings? 4. 20

ADJUSTING TO OTHER COMMUNICATION STYLES 4. 21

Communicating with an Action (A) oriented person: • Focus on the result first; state the conclusion at the outset. • State your best recommendation; do not offer many alternatives. • Be as brief as possible. • Emphasize the practicality of your ideas. • Use visual aids. 4. 22

Communicating with a Process (PR) oriented person: • Be precise; state the facts. • Organize your discussion in a logical order: – Background – Present situation – Outcome • Break down your recommendations. • Include options and alternatives with pros and cons. • Do not rush a process-oriented person. • Outline your proposal. 4. 23

Communicating with a People (PE) oriented person: • Allow for small talk; do not start the discussion right away. • Stress the relationship between your proposal and the people concerned. • Show the idea worked well in the past. • Indicate support from well-respected people. • Use an informal writing style. 4. 24

Communicating with an Idea (I) oriented person: • Allow enough time for discussion. • Do not get impatient when he or she goes off on tangents. • Try to relate the discussed topic to a broader concept or idea. • Stress the uniqueness of the idea or topic at hand. • Emphasize future value or relate the impact of the idea to the future. • If writing, try to stress the key concepts that underlie your recommendation at the outset. Start with an overall statement and work toward the particulars. 4. 25

Group Activity Role-Play • Each group will prepare a very short 3 -4 minute presentation for their supervisor. • Each group will select an action plan from their group to present in this role play. Remember you will have to convince your supervisor that there is a problem and that you have a solution. You have to be ready to present to your supervisor’s style. • Each group will be assigned to one supervisor. Supervisors will represent all four styles. 4. 26

Group Activity Role-Play 1. What strategies did you use to communicate with the different styles? 2. What was the most difficult part for you? 3. How will you be able to use these strategies in the workplace? 4. 27

Update your Leadership Profile for Module 4 at this time. 4. 28

Module 4 Recap The assigned team will state 3 -5 lessons learned in this module. The team should briefly discuss this with each other, then present their lessons to the training group. 4. 29

SILL Closing Session A

Super Library Leaders! You will be given blank pieces of paper. Write down three traits you’ve learned about yourself that make you a Super Library Leader. Then, take a photo with your piece of paper with your three traits. Have fun and be creative! B

Change Agent: A person who works to create sustainable change in their environment. C

Closing Module Recap The assigned team will state 3 -5 lessons they learned from the SILL training. The team should briefly discuss this with each other, then present their lessons to the training group. D

Team Achievement Awards & Certificates E

This work is licensed under the Creative Commons Attribution. Non. Commercial-Share Alike 4. 0 International License (CC BY -NC-SA 4. 0) You are free to share, distribute, adapt, transform, and build upon this material under the same Creative Commons license for non-commercial purposes. https: //creativecommons. org/licenses/by-nc-sa/4. 0/