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

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

7. ì
Role

8. Mintzberg
on
Managers’
Role
Change
Organization
Contexts
Relationships
Self

9. ì
Contexts
Role
Tendencies
Rela'onships

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?

20. ì
Planning

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?

30. ì
Politics

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

32. Successful politicking
ì Understand the process by
which decisions are made
and strategize appropriately.

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?

37. ì
Motivating
Environments

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?

47. ì
Delegating

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