leadership: the intangible and necessary something
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The Tough Stuff preconferTRANSCRIPT
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the intangible and necessary something
leadership:
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opening exercise: know your context
• Think about your favorite boss. Write down three traits you most admired in that person.
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leadership is not management
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leadership and management
• Management != Leadership
• Not all leaders are managers
• Not all managers are leaders
• Both are critically important
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exercise step 2: know your context better
•The person you admired in step 1: Based on the traits you wrote down, were they a leader, or a manager, or both?
•Show of hands for each
•Large-group discussion of results
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why leadership matters
so what?
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facets of library leadership
•coherent approach to personnel
•strategic vision
•change management
•decision-making paradigms
•morale and attitude management
•external presentation and representation
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exercise step 3: know yourself in the group
• this will be kept private.
• find the yellow sheet in your packet
• Individualism-collectivism inventory
• you will take the test, score your own, and are not obligated to share the results.
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where do you land?
approaches to leadership
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you can…
• lead from the middle or the top
• lead by words
• lead by doing
• lead by supporting others
• lead by creating the environment
• lead by recognizing others
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who are you as a leader?
• Lots of formal theories of leadership.
• Not really relevant: You need to know yourself.
• Where are your strengths? Where are your weaknesses?
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exercise step 4: know yourself as a leader
• this will be kept private.
• find the blue sheet in your packet
• transformational leadership inventory
• you will take the test, score your own, and are not obligated to share the results.
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leadership
trust
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Trust: it doesn’t matter how good you are if no one follows your lead.
• respect for institutional history
• compassion
• bravery
• coaching and mentoring
• winning one for the team
• acknowledging the team
• sharing information
• acting with integrity
• communicating with honesty
• fitting with existing values
• being fair
• consistency
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radical transparency
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how transparent is too transparent?
• what are you hiding, and do you know why?
• if you know why, is it a good reason, or fear?
• consider carefully and define the things that people actually DON’T need to know, rather than what they DO.
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discussion and questions