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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
Adaptive Leadership: Using Gallup’s Strengths
and Weaknesses
Learning Goal
What are my strengths, my weaknesses; and how do I build teams with
complementary talents?
“Telling CEOs these days that leadership drives performance is a bit like
saying that oxygen is necessary to breathe. Over 90 percent of CEOs are
already planning to increase investment in leadership development because
they see it as the single most important human-capital issue their
organizations face. And they’re right to do so: earlier McKinsey research
has consistently shown that good leadership is a critical part of
organizational health….”
Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan “Decoding Leadership: What Really Matters”
McKinsey Quarterly, January 2015
20 images in 2 minutes
• Which images are particularly powerful for you?
• What do those images reveal to you about leadership - good and bad, effective and ineffective?
• What ideas emerge that aid your own thinking about leadership?
• Which images are particularly powerful for you?
• What do those images reveal to you about leadership - good and bad, effective and ineffective?
• What ideas emerge that aid your own thinking about leadership?
Agenda
• Leadership by Design
• “Changing Course” Case Study
• Why are we here?
• Talents and Strengths
• Strengths and Authentic Leadership
• Mobilizing You and Your Team Around Strengths
• Small experiments yield insight and learning gain
• Think “launching pad,” not “finishing school” • “How I lead” should build toward “Why I lead”
Leadership by Design
• The rise of authentic leadership and the new role of talents/strengths and assets
• A few experiences that matter
• Assessment provides perspective
• Action and insight are more important than assessment
6 Leadership Questions®
© Adam Goodman. All rights reserved.
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.
A few examples
• What does success look like? How will we know?
• What role does failure play in your life?
• What do we stand for?
• Do I need to think differently?
• How much should the past and today dictate tomorrow?
Situation
Vision Action
Leaders Followers
Minimum
Standards
Ideal
Aspirations © Adam Goodman. All rights reserved.
Values
Asset Based Leadership
© Adam Goodman. All rights reserved.
Case: “Changing Course”
No plan is complete until everyone on the team can answer three questions the same way:
1. Who will do what?
2. When will they do it?
3. How will we know when they’ve done it?
“Changing Course” Debrief
• What process did you follow for devising your plan?
• How did you decide what would be done?
• How did you decide who would do what?
• How did your team strengths play into your plan?
• What did you give priority: plans or strengths? Why?
• How were your team’s strengths distributed among the four pillars?
WHY ARE WE HERE?
To Make Leaders?
WHY ARE WE HERE?
To Teach Leadership?
WHY ARE WE HERE?
To Teach Leadership Skills?
WHY ARE WE HERE?
To Make Leaders.
To Teach Leadership.
To Teach Leadership Skills.
TO HELP YOU DEVELOP YOUR LEADERSHIP CAPACITY.
(So you can help others do the same.)
StrengthsFinder: Talents and Strengths
Strength (def):
Consistent, near-perfect performance in an activity.
- It must be perfect and predictable.
- You must be able to fathom yourself doing it routinely, repeatedly, happily, successfully.
Q. What does Strengthsfinder measure?
A. Talent
Talent vs. Strength
POTENTIAL
Talent: Naturally recurring patterns of thought, feeling, or behavior. Native ability.
Innate quality.
PERFORMANCE
Strength: The consistent near-perfect application of the talent to a particular task.
Q. How is Talent converted in
to a Strength?
A. Identify your dominant talents and then refine them with
Knowledge and Skills.
Ingredients of a Strength:
STRENGTH
1. Talent - Innate ability.
2. Factual Knowledge – About your own nature and the nature of the task/ challenge
3. Experiential Knowledge – What you learned about the interaction of your nature and the nature of the task/circumstance
4. Skills - Codified steps that are the application of accumulated knowledge about the nature of the task.
How do you define yourself? How do you define others?
• We define others in the same terms we define ourselves.
• Unable to define ourselves on a deep, authentic level, we resort to superficial criteria like credentials, titles, position, etc.
• The greater your expertise in the intricacies of your own themes, the more you will be able to identify and value those of others. (The converse is also true.)
Mobilize Difference to Maximize Performance
StrengthsFinder Research:
Instead of one dominant leader who tries to do everything, or individuals who all have similar talents, the most cohesive and successful teams have a representation of strengths in four domains:
1. Executing
2. Influencing
3. Relationship Building
4. Strategic Thinking
Four Pillars of A Successful Team
Executing – Know how to make things happen
Influencing – Help teams reach a broader audience
Relationship Building – Hold teams together
Strategic Thinking – Stay focused on what could be
Individuals need not be well rounded but teams should be.
Four Pillars of A Successful Team
Executing – Achiever, Arranger, Belief, Consistency, Deliberative, Discipline, Focus, Responsibility, Restorative
Influencing – Activator, Command, Communication, Competition, Maximizer, Self-Assurance, Significance, Woo
Relationship Building – Adaptability, Developer, Connectedness, Empathy, Harmony, Includer, Individualization, Positivity, Relator
Strategic Thinking – Analytical, Context, Futuristic, Ideation, Input, Intellection, Learner, Strategic
Talent * Investment = Strength
Strengths and Authentic Leadership
Inventory
Your Strengths and
How You Use Them
Authentic Leadership
How you lead
+
Why you lead
The Authentic Leader
• To be an Authentic Leader, you must lead out of who you are.
• To lead out of who you are, you must know who you are (Self-Awareness).
• Knowing your Talent Themes is an avenue toward the self-awareness required for Authentic Leadership.
WHY ARE WE HERE?
To enable you to develop into the leader you are designed to be.
WHY ARE WE HERE?
To Make Leaders.
To Teach Leadership.
To Teach Leadership Skills.
To help you develop your leadership capacity. (So you can help others do the same.)
+
To enable you to develop into the leader you are designed to be.
Theme Weaving
Definition:
The synergy and chemistry between themes that provides a deeper level of understanding on how these themes interact together.
Value:
When maximizing talent, we use the synergy of theme dynamics to produce higher levels of individual effectiveness and performance. Copyright 2013 © Gallup, Inc. All Rights Reserved
Theme Weaving:
Activator
Ideation
?
Copyright 2013 © Gallup, Inc. All Rights Reserved
Theme Weaving:
Input
Harmony
?
Copyright 2013 © Gallup, Inc. All Rights Reserved
Theme Weaving:
Input
Harmony
Consistency
?
Copyright 2013 © Gallup, Inc. All Rights Reserved
Theme Weaving:
Input
Harmony
Woo
?
Copyright 2013 © Gallup, Inc. All Rights Reserved
Case Study: Jackie
Top Five: Arranger, Input, Belief, Communication, Futuristic 1. How does Jackie approach her work?
2. How does Jackie build relationships with others?
3. What could you expect from Jackie if she were your partner on a project?
Weaving Your Themes
• What are your top five themes?
• How does this inform your work?
• How do your themes help you build relationships with others?
• What should others expect from you when you are on a team?
• What do you need from others to be successful?
Mobilizing Your Team Around Strengths
Leading Local Government in
Challenging Times
Learning Goal
How can I effectively lead others, especially in a civic context?
The Face of Tomorrow
• By 2042, the nation will be a majority people of color.
• This decade, the majority of young people will be people of color.
• From Southern California to rural Iowa, every corner of America is seeing these changes.
www.pewresearch.org/next-america/#Two-Dramas-in-Slow-Motion
same sex marriage www.pewforum.org/2015/02/09/same-sex-marriage-state-by-state
What are the changing demographics in your
community?
What are the societal impacts of those changes?
economy
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g-1
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6
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S&P Home Value Index economy
Home Values Update
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S&P/Case-Shiller OR-Portland Home Price Index
Jan 2012
June 2007
economy
Home Values 2000-2010
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economy
2005 – 2014
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economy
UPDATE: US 17% Atlanta 27% Las Vegas 28%
economy
economy
S&P economy
economy
Unemployment Rate economy
Unemployment Update economy
economy
economy
National Debt
14.8 trillion national debt
161% growth in national debt since 2000
$52,181 debt per household
$56,709.38
$18.1
www.usdebtclock.org
economy
economy
economy
economy
What are the economic trends in your community?
economy
Wealth Disparity
Geographic Disparity
How great is economic disparity in your community?
What impact is disparity having
on your community?
How polarized are politics in your community?
What impact is polarization
having?
Internet Disparity www.citylab.com/tech/2014/02/most-revealing-broadband-adoption-maps-
weve-ever-seen/8517/
What is the level of Internet adoption in your community?
Is there disparity? Where? With
what impact?
2011-2020 the decade
of local government
Local Government Professionals: 6 Practices
1. Add value to the quality of public policy and produce results that
matter to their communities.
2. Take a long-term and community-wide perspective.
3. Commit themselves to ethical practices.
4. Help build community and support democratic and community
values.
5. Promote equitable, fair outcomes and processes.
6. Develop and sustain organizational excellence and promote
innovation.
*Nalbandian, et al; PM Magazine, 3/07
Success of Local Initiatives
1. Specific use of the money
2. Comprehensive citizen
engagement and
information strategy
3. Trusted agent
The Future
local governments and regions
will be on their own
cross-section strategies
will be the norm
performance
will increasingly matter
public trust will be the
working capital of innovation
maintain identity but
match issues to geography
find and build
communities of interest
Libraries Leading Community Change
Leadership is Not a Game of Solitaire.
Leadership is influencing others…
toward the (public) purpose
of the organization.
Leadership for “Organizational” Ambition
• Vision, Mission, Values, Plan
• Create the brand and promote it
• Build relationships; build trust
• Perform – and Tell People About It
Vision, Mission, Values, Plan….& Brand
Build Relationships, Build Trust
• Be a Good Politician – Cultivate an active clientele – Develop confidence among officials – Exploit one’s opportunities
• Clientele: Find, Serve, Expand, Get Feedback
• Confidence – Be what they think you are. – Play it straight – Have integrity
Aaron Wildavsky Politics of the Budgetary Process, 1964
“Patrons”
Customer
Consumer
Constituent
Citizen
“Stakeholder”
Building a Clientele – A Constituency
Discover what you do not know.
Make friends with power.
Partner.
We Don’t Know What We Don’t Know
What is important in your community?
To whom?
How do you know?
What can/should the library do?
Make Friends with Power
• Understand concerns and issues of community leaders – elected and appointed; governmental and non-governmental.
• Be a team player and effective advocate.
• Be sociable.
• Keep leaders informed.
• Build trust.
• Don’t wait to be asked.
Partnering
• Get to know each other.
• Understand purpose of the relationship.
• Provide appropriate structure.
• Build trust by spending time together and following through on commitments.
Perform – and Tell People About It
What difference does your library make?
http://impact.ischool.uw.edu/instruction-videos.html
If civilization is ever going to be anything but a grandiose pratfall,
anything more than a can of deodorizer in the [outhouse] of existence, then statesmen are
going to have to concern themselves with magic and poetry.
-Tom Robbins
Magic
Sandra’s seen a leprechaun.
Eddie touched a troll,
Laurie danced with witches,
Charlie found some goblins’ gold.
Donald heard a mermaid sing,
Susy spied an elf,
But all the magic I have known,
I’ve had to make myself.
Silverstein, Shel. 1974. Where the Sidewalk Ends.
Learning Goal
How do I work with what I have and
create what I need?
