7. LEADERSHIP TUTORIAL
CORE POSITIVE IMMERSION ABSTRACTS
You can find and integrate the best leadership and management ideas into your approach to creating excellent customer information services. You can plan your own professional career growth in your library organization by "proactively" seizing the opportunities that surround you!
[1] THE EMPOWERED MANAGER --- POSITIVE POLITICAL SKILLS AT WORK
The dilemmas of managers in the middle
Rekindling the "entrepreneurial" SPIRIT!
1) Personal choices that shape the work environment
2) Origins of the bureaucratic mentality
3) Developing antidotes for bureaucracy
Empowerment is a state of mind as well as a result of position, policies and practices!
As a manager you become more POWERFUL as you nurture the POWER of those below you! One way you nurture those below you is by becoming a role model of how you want them to function. This begins when you create an "entrepreneurial cycle" within your department.
As a manager, your task is to empower yourself and to create the conditions under which others can do the same. The "Entrepreneurial Cycle" serves you in this effort. Figure 3 shows the ESSENTIAL RESTRUCTURING required concerning your contract with your organization, your definition of self-interest, and your way of being political --- IF you want to reduce bureaucracy!
The "Entrepreneural Cycle" = (1) Entrepreneurial Contract +
To create an "Entrepreneural Cycle," it is necessary to renegotiate the essential contract between the subordinate employee and your organization's administration. Whereas, the "patriarchal contract" requires you to: (1) submit to authority + (2) deny self-expression + (3) make sacrifices for unnamed future rewards, the "Entrepreneurial Contract" requires you to: (1) be your own authority + (2) encourage self-expression + (3) make commitments + (4) believe that the first three enlightened ideas are just!
(2) Enlightened self-interest + Authentic tactics + Autonomy
Book Source: (Empowered Manager)
[2] EMPOWERMENT
--- A PRACTICAL GUIDE FOR BUILDING A COMMITTED WORKFORCE
1) The road to empowerment.
[1] From the outside --- to the inside! What is EMPOWERMENT? --- Empowerment is a fundamentally different way of working together!
2) From the "pyramid of power" to the "circle of power"
Empowerment is a PROCESS that happens in a RELATIONSHIP between people!
[2] From the outside --- to the inside! Empowerment is understanding that to EMPOWER is NOT to LOSE CONTROL --- but to GAIN CONTROL!
Empowerment is NOT a "set of techniques." It is a SHIFT OF THINKING within the manager!
Empowerment is a WAY OF CREATING AN INNER UNDERSTANDING of the relationship between yourself and the people you work with!
(1) Empowerment must take root in the behavior and the mind set of the whole organization, the manager, and the subordinate employees. It is a fundamentally different orientation toward working together!
For example, in a traditional authoritarian hierarchy, subordinate employees look toward one person --- the BOSS --- for direction and authority. In an "empowered, collaborative workplace," all employees, INCLUDING SUBORDINATES, look toward everyone, and listen to themselves as well, before acting!
(2) An empowered workplace is one where TEAMS OF EMPLOYEES WORK TOGETHER, collaborating on getting the job done. This is quite different from the traditional competitive workplace, where each individual employee was engaged in a race with the others to get things done. In an empowered workplace, people can count on each other, rather than just work on their own!
3) Testing the climate for empowerment
4) Three paths to "empowerment"
5) Motivating through self-esteem
6) Develping "collaborative relationships"
7) Establishing "facilitative leadership"
8) Building "empowered teams"
9) Influencing "organizational change"
Book Source: (Empowerment)
[3] COACHING FOR IMPROVED WORK PERFORMANCE
--- HOW TO GET BETTER RESULTS FROM YOUR EMPLOYEES!
Book Source: (Coaching for Improved Work Performance)
[4] CHANGING LEADERSHIP PHILOSOPHIES AND STRATEGIES
Book Source: (Leading Change)
[5] HEART OF CHANGE
Getting to the heart of how to make change happen:
Book Source: (Follow This Path)
Most leaders don't handle large scale organizational change well. They make predictable mistakes and they make the mistakes mostly because they have little exposure to highly successful transformations (i.e., the adoption of new technologies, major strategic shifts, process reengineering, mergers and acquisitions, restructurings into different sorts of work units, attempts to significantly improve innogation, and cultural change.
The single most important message of the research is:
People change what they do LESS BECAUSE THEY ARE GIVEN ANALYSIS that shifts their thinking than because they are SHOWN A TRUTH that influences their feelings!
This is especially so in large-scale organizational change, where you are dealing with new technologies, restructurings, new strategies, cultural transformation --- whether in an entire organization, an office, a department, or a work group.
In an age of turbulence (change), when you handle this reality well, you win. If you handle it poorly, it can drive you crazy, cost a great deal of money, and cause a lot of pain!
The lessons come from two sets of interviews, the first completed seven years ago and the second within the last two years.
1 ) Increase urgency
2) Build the guiding team
3) Get the vision right
4) Communicate for "Buy-In"
5) Empower action<BR>
6) Create short-term wins
7) Don't let up
8) Make change stick
CONCLUSION --- We see, we feel, we change!
Successful leadership is creating a work environment for subordinates where they can "see the vision," "feel support" and "change their habits!"
Book Source: (Heart of Change)
[6] FOLLOW THIS PATH --- HOW THE WORLD'S GREATEST ORGANIZATIONS
DRIVE GROWTH BY UNLEASHING HUMAN EMOTIONAL POTENTIAL
[7] SET-UP-TO-FAIL SYNDROME
--- HOW GOOD MANAGERS CAUSE GREAT PEOPLE TO FAIL
Book Source: (Set-Up-To-Fail Syndrome)
[8] THE SEVEN POWERS OF QUESTIONS
Sell, lead, think! --- use questions to transform your organization!
1) The thinking organization
2) Questions as a catalyst for change
3) The sales team led the way
4) A question of values
5) Simple steps toward a questioning culture
(1) Model the questioning culture
6) Sell better --- change your definition
(2) Build questioning into every business activity
(3) Create multiple platforms for asking and answering
7) Questions can transform your salespeople
8) Selling and the seven powers --- Always be conversing, clarifying, connecting, gaining commitment, and closing!
9) Qualify with quality, close with quantity
10) An objection is an unaswered question
11) Using questions to close the deal
12) Probing the mind of the market
13) Everyone is a salesperson!
14) The leadership power of questions
15) Hire people who ask questions --- force them to think
16) Influencing behavior --- training and mentoring --- questions are the catalyst
17) The art of mentoring
18) Learn to love meetings
19) On-the-job creativity and the power of questions
20) Brainstorm with yourself
Book Source: (Seven Powers of Questions)
[9] BANISHING BUREAUCRACY THROUGH CHANGE
"Reinvention" is not just about reform, nor is it simply synonymous with downsizing, or privatization, or cutting waste and fraud.
Reinvention is much deeper, like changing the DNAof public organizations --- so you will habitually innovate and continually improve your organizational performance levels without having to be pushed to conform from within your organization or to change from outside your organization!
The "FIVE Cs" for successfully "reinventing" government:
- The "Core Strategy" --- to help you create clarity of purpose as a leader
- The "Consequences Strategy" --- to introduce consequences for the performance of all your public employees
- The "Customer Strategy" --- to make public employees accountable to their customers (the public)
- The "Control Strategy" --- to empower your organization and your public employees to innovate; and
- The "Culture Strategy" --- to change the habits, hearts and minds of your public employees.
Book Source: (Banishing Bureaucracy)
[10] THE PERFORMANCE CHALLENGE IS TO RE-ALIGN PERFORMANCE
The Performance Alignment Model is the cornerstone of leadership or ("performance management"), which consists of SEVEN seperate but interrelated major steps (components) required to improve employee and organizational performance:
1) Performance Alignment Model of Leadership:
[1] Step 1: Conducting stakeholder valuation
2) Developing Leadership Effectiveness Skills --- FOUR "COMPETENCIES" of effective leaders
[2] Step 2: Improving job design
[3] Step 3: Establishing synergistic relationships
[4] Step 4: Applying performance coaching
[5] Step 5: Conducting developmental evaluations
[6] Step 6: Creating performance growth and development plans
[7] Step 7: Linking compensation and rewards
to performance growth and development
Steps 1 and 2 are the responsibility of the organization, while steps 3 through 7 are the responsibility of managers and employees!
[1] Critical reflective skills
3) Effective Leadership Depends Upon How Well Managers Link Expectations and their Inspections:
[2] Strategic thinking skills
[3] Interpersonal skills
[4] Performance-enhancing skills
Many employees fail to perform adequately or are "incompetent" because they violate three principles of work performance management:
[1] "Performance/Reward Disconnect" --- when there is a "disconnect"
In order to overcome disappointing performance, managers must link their subordinates "expectations" with their own "inspection" (see Chapter 5, Performance Coaching,
between the work performance of employees and the organization's OVERALL performance
[2] "Performance Whitewashing" --- when managers treat ALL performance "results" the SAME and fail to communicate which results are the most important!
[3] "Inspection Failure" --- when managers fail to inspect their work,
subordinate employees are left on their own to produce results that they perceive are important to the organization. Since both incompetences, failure to prioritize and failure to inspect "performance outputs," lead to the same conclusion, which is inadequate or disappointing performance and results by both managers and subordinate employees
and Chapter 6, Developmental Evaluation)
Employees must know what is important to produce and they must understand that their managers will be inspecting their "performance outputs!"
4) SEVEN COMPETENCIES of Work Performance
"COACHING" by Good Managers
[1] Synergistic Relationships
[2] Training Employees
[3] Career Counseling
[4] Confronting Performance
[5] Mentoring Employees
[6] Enhancing Employees' Self-Esteem
[7] Rewarding Performance
Book Source: (Performance Challenge)
[11] ORGANIZATION ANALYSIS
--- BEYOND BUREAUCRACY IN LIBRARY ORGANIZATIONS
Book Source: (Organization Analysis)
[12] OUT FRONT LEADERSHIP --- DISCOVERING,
DEVELOPING AND DELIVERING YOUR POTENTIAL
Book Source: (Out Front Leadership)
[13] ABCs OF LIBRARY LEADERSHIP SUMMARY CHART
The following chart summarizes the essence of the revolutionary management book, The One Minute Manager by Ken Blanchard. It illustrates the critical need for the proposed new written objective and uniform "Performance Evaluation Management Policy" and the FOUR PRINCIPLES of leadership essential for the County Library Department.
|
THE TERMS: |
A ACTIVATOR |
B BEHAVIOR |
C CONSEQUENCES |
| WHAT THEY MEAN: | Plans = What a library supervisor should do BEFORE performance | Performance = What a librarian says or does | Evaluation = What a supervisor should do AFTER work is done |
| EXAMPLES: |
One Minute Goal Setting
|
|
One Minute Praisings
One Minute Reprimands
|
|---|
Book Source: (One Minute Manager)
[14] THE ASSERTIVE LIBRARIAN AS SUPERVISOR
1) What is a library supervisor?
2) Assertion and the supervisor's role
(1) Staff conflict
3) Summary
(2) Subordinates' problems
(3) Motivation
(4) Terminations
(5) Praise and criticism
(6) Upward communication
Book Source: (The Assertive Librarian)
[15] BUSINESS --- THE ULTIMATE RESOURCE
Book Source: (Business Ultimate Resource)
[16] LIBRARY MANAGER'S DESKBOOK
Given the relentless hectic pace demanded of professional librarians and library managers, very few have the luxury of reading a book from cover to cover. Recognizing this fact, the format of this "deskbook" was designed in a way that you can immediately locate the problem and quickly find effective and efficient solutions to your critical problems when managerial difficulties arise!
STEP 1--- Locating a Problem:
All 101 Questions are listed in the "Contents" section of the book.
The 101 questions are organized into 18 "Topical" Chapters. And the 18 Chapters are organized into Five Sections:
1) Communication Issues --- A section that should be consulted when interactions with staff members and patrons are more conflict-ridden and less productive than desired.
STEP 2 --- Implementing the proposed solution!
2) Professional Issues --- A section that should be consulted when questions arise about the rights and responsibilities of either professional or support staff members.
3) Employment Issues --- A section that should be consulted when you, the library manager, are in the process of screening and hiring new job applicants.
4) Personnel Issues --- A section that should be consulted when current staff members feel they are not being fairly treated or when they feel their contributions are not being adequately recognized.
5) Liability Issues --- A section that should be consulted when the library is threatened by inappropriate staff behaviors, natural disasters, health risks, or even unsocialized patrons.
Once you have located the relevant problem, answers are presented in comprehensive, understandable terms.
Lingo, jargon and abstract solutions are all avoided. Instead, the answers focus on solutions that are useful, effective, and legal.
Each solution offered has been tried and tested, and established as sound practice in the managerial literature.
STEP 3 --- PREVENTING PROBLEMS
Significantly, this book assumes that the best time to think about a problem is before it occurs!
Instead, this book also offers a "102nd" solution, which is a solution aimed at preventing problems before they arise!
It is a simple, but integrated, overview of the philosophy of "Total Quality Management." (TQM)
This management approach is introduced as a mechanism for anticipating and mitigating potential dilemmas before they escalate into problems that will require your intervention.
Therefore, Chapter 19 differs from the other chapters in the deskbook that focus on detecting and resolving problems after they occur. Instead of adopting a retrospective perspective, the "102nd Solution" is a continuous and prospective proactive strategy.
Book Source: (Library Manager's Deskbook)
[17] ABOLISHING PERFORMANCE APPRAISALS ---
WHY THEY BACKFIRE AND WHAT TO DO INSTEAD
Book Source: (Abolishing Performance Appraisals)
[18] LEADING QUIETLY
--- AN UNORTHODOX GUIDE TO DO THE RIGHT THING
Book Source: (Leading Quietly)
[19] PRISONERS OF LEADERSHIP
Book Source: (Prisoners of Leadership)
[20] THE HIGH-VALUE MANAGER --- DEVELOPING
THE CORE COMPETENCIES YOUR ORGANIZATION DEMANDS
Book Source: (High-Value Manager)
[21] THE STRATEGIC HEART --- USING THE NEW SCIENCE
TO LEAD GROWING ORGANIZATIONS
Book Source: (Strategic Heart)
[22] MANAGING CHANGE
Book Source: (Managing Change)
[23] PRINCIPLE-CENTERED LEADERSHIP
Book Source: (Principle-Centered Leadership)
[24] BEN FRANKLIN'S 12 RULES OF MANAGEMENT
The "RULES" of good business amount to applying good "leadership skills!"
Franklin's 12 Rules of Management:
(1) Finish better than your beginnings
(2) All education is self-education
(3) Seek first to manage yourself, then to manage others
(4) Influence is more important than victory
(5) Work hard and watch your costs
(6) Everybody wants to appear reasonable
(7) Create your own set of values to guide your actions
(8) Incentive is everything!
(9) Create solutions for seemingly impossible problems
(10) Become a revolutionary for experimentation and change
(11) Sometimes it's better to do 1,001 small things right than only one large thing right
(12) Deliberately cultivate your reputation and legacy!
Book Source: (Ben Franklin's 12 Rules of Management)
[25] CREATING EXCELLENCE --- MANAGING
CORPORATE CULTURE, STRATEGY AND CHANGE IN THE NEW AGE
Book Source: (Creating Excellence)
[26] LEADING PEOPLE
--- TRANSFORMING BUSINESS FROM THE INSIDE OUT
Book Source: (Leading People)
[27] MANAGERIAL MYSTIQUE --- RESTORING LEADERSHIP IN BUSINESS
Book Source: (Managerial Mystique)