Good Morning! - American Library Association€¦ · Change is constant, and libraries are adapting to the external ... leadership style •Identify/work with my values •Review

Good Morning!

Review of Academy Agenda

Tuesday

• Adaptive Leadership

What are my strengths, my weaknesses; and how do I build teams with complementary talents?

• Leading Local Government in Challenging Times

How can I effectively lead others, especially in a civic context?

• Improv Activity

How do I work with what I have and create what I need?

Wednesday

• Asset-Based Community Development

How do I build from assets that are already in my community?

• Leadership Crucible

How do I learn to be a more effective leader?

Thursday

• PLA Leadership Model 101

What are the challenges facing library leaders?

• Developing Leadership Projects

What challenge do I want to solve in my community?

• Fort Sumter Activities and Dinner

What can I learn about leadership from history?

Friday

• Report on Project Commitments

What commitment am I making for my community?

• Pulling It All Together: What Happens When I Get Home?

How do I make the most of what I've learned in order to affect change and accomplish great things?

• Conclusion

PLA Leadership Model: Leadership for Navigating

the New Library

The Nature and Pace of Change

The Evolving Role of the Public Library

Building Community

Asset Driven Impact

The Challenge for Leadership

The “New Normal” For Public Libraries

Change is constant, and libraries are adapting to the external forces—from demographic and cultural shifts to workforce

changes and serving new constituencies.

How we constitute organizations and human resources to embrace change will determine our future success.

Force 1: The Nature & Pace of Change

Our core services evolve and adapt to a dynamic environment in which changes in technology and publishing are influencing information access and reading.

Public libraries embrace challenges in

• applying new technologies and content creation,

• identifying new economic and funding approaches, and

• developing innovative service models to meet service needs.

Force 2: The Evolving Role of the Public Library

Thriving 21st Century libraries understand community.

They welcome partnerships, participate in public policy dialogue, function as nimble and flexible agencies and seek innovative

approaches to public service.

Force 3: Building Community

Force 4: Asset Driven Impact Public libraries bring value and quality

of life to our residents.

Through evaluation and assessment we define how the public library creates impact and a return on investment in

our communities.

Effectively communicating and demonstrating our community impact

is a core value in achieving success.

Force 5: The Challenge for Leadership

Developing leaders is essential to advance the Public Library mission.

The PLA model encircles these concepts and envisions leadership development as having a

versatile portfolio of abilities to empower leaders to navigate our communities, ourselves and our

organizations.

PLA Leadership Model

Navigate the Self

Navigate

Organizations

Navigate

Communities

Cross Cutting

Abilities

Acting with integrity/ self-awareness

• Making communities better through service to all

• Acting for the common good

• Respect and understanding for individuals

• Aligning what I think with what I say with what I do

Navigate the Self

Developing individual coaching and mentoring networks

Navigate Organizations

Discovering new ideas

Building vision

Operating strategically

Taking risks and seizing opportunities, including rethinking:

Service delivery

Structure

Navigate Communities

Working with and through others

Building and leveraging relationships

Understanding and communicating from the customer’s perspective

Delivering impact and results based on a vision

Cross-Cutting Abilities

Anticipate and lead change

Recognize and grow potential in others

Leadership Coaching Refresher

• Program & Coaching Logistics

• Coaching Confidentiality

• Quick Leadership Review

• Leadership and Other Types of Coaching

• Key Coaching Concepts & Tools

• The Coaching Process

• Holding a Coaching Conversation

• Coaching Exercises

Agenda

Program & Coaching Logistics

Confidentiality

• Trust between the coachee and coach is our most important asset. Confidentiality will never be at risk.

• The coach will never act on behalf of or represent the coachee's interests or needs to a 3rd party.

• The coachee can talk to whomever she/he wants about whatever she/he wants. Only the coach is bound by confidentiality.

• For development and research purposes, the coach will bring key insights and stories to the Fellow Program team. Every reasonable effort is made to protect the coachee's identity.

Quick Leadership Review

Context Matters

70%

20%

10% Challenge Assignments

Developmental Relationships

Coursework & TrainingCenter for Creative Leadership

Situation

Vision Action

Leaders Followers

Minimum

Standards

Ideal

Aspirations © Adam Goodman. All rights reserved.

Values

Key Idea: Profound Simplicity

False Peak 1: This is easy and obvious.

False Peak 2: If it was simple, anyone could do it. Now that it's complex, I know I've mastered it.

Summit: I can act with confidence. © Adam Goodman. All rights reserved.

Asset Based Leadership

© Adam Goodman. All rights reserved.

Leadership and Other Types of Coaching

What Is Coaching?

Denny's Relationship Table

Directing Counseling Mentoring

Credibility Threshold

In-a- phrase

When to use

“Follow these instructions”

“Stay focused on your performance”

“Let me help you reach your goals”

When performance slides

When there is personal trust, and the mentee seeks guidance on life and professional goals

Coaching Correcting

When situation demands structured direction

“Change your behavior”

When a pattern of non-performance develops

“Help you see the answer for yourself”

To help someone build their own insights & assets

“Do you know what you're talking about?” “Can I trust you?” “Do you care about me?”

Technical Problems/Opportunities Adaptive Problems/Opportunities

Telling – Asking

Telling What to Do

Solving Someone's Problem

Giving Advice

Offering Guidance

Asking Questions

Coaching

Managing

Telling (Directive)

Asking (Non- Directive)

Helping Another Solve Own Problems

Adapted from Corporate Coach U

Coaching

What is Coaching?

Many types of coaches with many specialties

Three most common

1. Career Coaches

2. Life Coaches

3. Executive Coaches

Key Coaching Concepts & Tools

Common Coaching Topics

How do I…improve my leadership? (60% of coaches)

• Build my skills • Reflect on or advance my leadership • Adjust to a change in leadership culture or values • Identify/work with my strengths, weaknesses,

leadership style • Identify/work with my values • Review 360⁰ Leadership Assessment and set

action plan


How do I…lead organizations? (30% of coaches)

• Build/assemble a team

• Change the culture/leadership

• Create a vision/purpose


How do I…lead others? (25% of coaches)

• Motivate others

• Build relationships

• Hold others accountable

• Help others communicate

• Foster transparency

• Work through conflict

(not perfection)

You Bring Perspective

Coaching's Sweet 16

1. Why did you choose...?

2. What alternatives did you consider?

3. What does success look like?

4. And how will you know?

5. What are the hurdles and benchmarks?

6. What are your assumptions?

7. Are they clear to others?

8. If I were to ask <other person>, what would they tell me about...?


Coaching's Sweet 16

9. Why would they hold this view?

10. Who is responsible for what?

11. And by when?

12. What's the value proposition?

13. What's the call to action?

14. What do you value about...?

15. Do others agree?

16. What's the story or fact set that leads you to this conclusion?


• Depth runs at the speed of trust.

• Crisis = Opportunity

• Place the crisis in a larger context (not smaller stakes).

• Questions

• Tell the truth, and clearly.

• Bring your own passion to bear.

• Be aware of and explicit about your own biases and limitations.

Statements or Solutions >

Coaching's Foundation


The Coaching Process

First Session Agenda

Introduce yourself with confidence (not arrogance).

Topic A: What is/is not coaching? Including:

Confidentiality & power

A positive message about coaching

Insights to Look For: • Opportunities to connect • Possible coaching topics • Understanding of what coaching might be about


First Session Agenda

Topic B: What are some possible coaching topics? (explore and amplify the coachee's background and interests)

• “Tell me more about you.”

• “Let me tell you a little about me”

Topic C: Place the responsibility for each session's agenda on the coachee.

• Agendas, homework, key insights, exercises

End with an honest, supportive message.


First Session: Other Advice

• Allow silence to build pressure (rather than re-framing your profoundly simple question.)

• Resist the temptation to give advice to prove your abilities.

• Seek a ratio of 75% coachee talking and 25% coach talking.

• Be sure that your coachee and you take notes.


• 2-3 days in advance: confirm the day, time and place and remind the coachee about her/his homework and to submit an agenda.

• 1-2 days in advance: review the agenda and other materials.

• Arrive early & relaxed.

• Allow the coachee to speak first and present the agenda (or ask what the agenda is for today.)


Sessions Two+

• Come back to the homework. Don't let the coachee off the hook. Discuss an action plan for homework that's not finished.

• Shift to questions, questions, questions.

• Allow silence to build pressure (rather than re-framing your profoundly simple question.)

• Seek a ratio of 75% coachee talking and 25% coach talking.

• Assign homework and write it down (coach & coachee).

• End with an honest, supportive message.


Sessions Two+

Second to Last Session

Spend 5-10 minutes -

• Setting a clear expectation that the next session is the last session

• Asking the coachee what he/she would like to work on (in addition to current topics)

• Assigning homework: review key insights from coaching sessions


Last Session

In advance

• Don't schedule a meeting until at least 30 minutes after the coaching session will end.

• Identify 1-3 areas for the coachee's future leadership development from your notes and other materials.

• Budget your time for (a) a typical session & (b) last session material.


Last Session

After working through “typical session” topics

• Begin with coachee's key insights and pull in your future leadership development areas wherever possible.

• Review your future leadership development areas that are not discussed above.

• Work with the coachee to identify one to three areas for the coachee's future leadership development. Get specific and make sure that key terms are defined.

• For each area, provide specific next steps and have the coachee write them down.


Last Session

End with

• An honest, supportive message

• Appreciation that the coachee has earned

• A reminder that you are available for future questions, especially “one off” coaching


Holding a Coaching Conversation

Have I demonstrated (without saying it) that...

• I know what I'm talking about (without arrogance)?

• You can trust me?

• I care about you?


Step 1

Seek first to understand

• Did I enter the conversation with profoundly simple questions?

• Did I ask at least five follow up questions?

• Did I restate what you said to your satisfaction?

• Did I give you the first opportunity to offer at least two solutions?


Step 2

Step 3

Am I comfortable that I can help you solve this problem?

OR

Do I need to help you find someone who can help you?


Step 4

Link your experience with the problem or opportunity at hand.


• Have I told you about a similar story or event (preferably from my own life experience)?

• Have I told you about the options I considered (without insisting on my solution)?

Step 5

• Restate the specific problem or opportunity, and re-check for agreement

• Do you have a preferred solution or set of next steps?

• Have you considered these other options (offer the widest possible range)?

• What solution are you selecting?


Encourage the coachee to solve the problem or opportunity at hand.

• Affirm and help fine tune the decision,

• Identify and mitigate major obstacles,

OR

• Offer (but never require) your preferred alternative.


Step 6


Require the coachee to check-in with you.

• What's your first step?

• When will you take it?

• We'll talk about this next time we meet

Step 7

Coaching Exercises

Key Elements of Coaching

Being Present D

eep L

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nin

g C

lient C

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red

Closure

Documents

Good Morning! - American Library Association€¦ · Change is constant, and libraries are adapting to the external ... leadership style •Identify/work with my values •Review