LIBRARY MANAGEMENT INSTITUTE (LMI) SUMMER CONFERENCE 2011ARCADIA UNIVERSITY, GLENSIDE, PA (07.11.2011)

Albert S. Municino, BS, SLMS, MLISLibrarian / Educational Media Specialist

Hudson County Community CollegeJersey City, New Jersey

Email: municino@gmail.comTwitter: @alberoli

Web: http://infodesk.posterous.com

Last Off the Ship: Using facilitative leadership in

libraries.

Seminar/Workshop Agenda

1. Introduction | Leadership competencies

2. Defining leadership and facilitation

3. Exploring leader types

4. Facilitative Leadership Core Values

5. Facilitative Quiz (4 Questions)

6. Introduction to Library Ecology concept

Albert Municino, BS, SLMS, MLIS

BS, Communication/SLMS, K-12 Education Southern Connecticut State University (CT)

MLIS University of Western Ontario (ON, Canada, ALA)

Librarian/Educational Media Specialist at Hudson County Community College:Reference/Instruction Librarian; Media Services Manager; Distance Education Studio (e-Services) Point of Contact;

Chair, Media Services Development Committee;ESL Liaison; Adjunct Instructor (ESL)

Graduate, New Jersey Academy of Library Leadership (NJ State Library)Certificate, Executive Training for Library Directors and Managers, Library Sustainability (Rutgers, The State University of New Jersey)

The library is dead.Long live the library!*

*Le Roi est mort, vive le Roi! – The King is dead. Long live the king!Le mort saisit le vif – The dead seize the living.

The library is dead.

The library is dead.

The library is dead.

The library is dead.

The library is dead.

The library is dead.

The library is dead.Long live the library!How will libraries 'succeed' one another?

“When simple change becomes transformational change, the desire for continuity becomes a dysfunctional mirage.” The Mirage of Continuity (1999) Hawkins & Battin*

*Quote and graphic from scilib.typepad.com

Learning to Lead (Mason & Weatherbee*)

Participants in the Stanford-California Institute sought

the following from their library leadership training:

1. Inspiration from ideas2. Develop skills

3. Communicate, lead change, work with people4. Motivate entrenched workforce

5. Create vision6. Advance career

7. Develop personal attributes8. Assertiveness / self-confidence

9. Rejuvenation10. Access to library experts

11. Network12. Information technology

*Leadership programs listed by state, type, and content.

Leadership Competencies (Singh)

Takeaways from an international LIS paper (India):

Library as place → Library as concept

End-user expectations up → Budgets down

A face in the information crowd → Reclaiming library mantle

Consortial strategies → Everyday strategies

Complacency → Proactive engagement

Save users time → “Lead, follow, or quit”

Leadership Competencies: ALA Emerging Leaders(Ammons-Stephens, Cole, et al)

Core Leadership Competencies: Cognitive Ability; Vision;

Interpersonal Effectiveness; Managerial Effectiveness

Cognitive Ability → Problem solving; decision making; reflective thinking

Vision → Global thinking; creative/innovative; forward thinking

Leadership Competencies: ALA Emerging Leaders(Ammons-Stephens, Cole, et al)

Core Leadership Competencies: Cognitive Ability; Vision;

Interpersonal Effectiveness; Managerial Effectiveness (continued):

Interpersonal Effectiveness → Culturally competent; accountability;

team building; development; inspirational/motivational; communication skills

Managerial Effectiveness → Manage change; resource management; strategic planning; collaboration; flexibility/adaptability

+ Personal Attributes → Principled/ethical; honest; humble; gracious; teachable

Tayloe Harding, in Arts Education Policy Review

...help foster thinking, acting and leading creatively.

Having more than one correct answer for yourself

Is another facet of recognizing yourself

as a leader.

The ability to re-think and re-define situations,

problems, and ourselves, or anything in our lives

is a vital and important component of leadership.

Solitude and Leadership (Deresiewicz)

Expounded on the connections between work

and leadership as the development of your own

sense of reality, for yourself, not others.

Says it is vital to step away from the vagaries of daily life,

all of our devices, our automatic ways we all have of going

through our day, and simply reflect.

Thinking things through on your own, without distraction,

can make the difference between leading

and following the rest of the sheep.

This is an introspective side of leadership not often talked about.

Defining leadership

Leadership is:

1. the office or position of a leader

2. (the) capacity to lead

3. the act or instance of leading*

*Merriam-Webster.com:

Defining facilitative

Facilitative is:

1. providing service or assistance

2. tending to promote or assist the development

of something*

*Merriam-Webster.com

Preparing the leadership mind

Leadership is a state of mind,

a purposeful preparation,

a form of self-definition.*

*Based on my observations and practice.

Opportunities for leadership Any personal or organizational scenario.

You have to look at:

your life

your work

your education

your surroundings

your interactions

in order to know, develop into, and be a leader.

Many types of leaders:

Many types of leaders:

Module 1: Facilitative Leadership

Four core values for FL according to Schwarz:

1. Valid Information

2. Free and Informed Choice

3. Internal Commitment

4. Compassion

Four core values for FL (Moore)

1. Valid Information– Self-confirmable– Subject specific

– Feelings/Assumptions– Valid & True

Four core values for FL

2. Free and informed choice– Free of pressures from outside forces– Decision/Commitment Ownership (VI)– Societal/Organizational (Strategy AM)

Four core values for FL

3. Internal Commitment– (VI | F&IC) Steps Completed

– Open to Re-thinking Decisions– Open to Non-Supportive Information

Four core values for FL

4. Compassion– Temporarily Suspend Judgement

– Genuine Concern & Interest– Acknowledgement & Empathy

Module 2: Facilitative guidelines

“Facilitative leadership helps people to better

understand each other so that common

goals can be established, agreed upon,

committed to, and reached.”

---Thomas L. Moore

Module 2: Facilitative guidelines

Ground rules for effective groups*

Test assumptions Share all relevant information

Use specific examples & agree on what important words mean

Explain your reasoning and intent

Focus on interests, not positions

Combine advocacy and inquiry

Jointly design next steps and ways to test disagreements

Discuss un-discussable issues

Use a decision-making rule that generates the level of commitment

*Roger Schwarz

Module 3: Facilitative short quiz

1. You need to give some negative feedback to Pam,

one of your direct reports. You…(a, b, or c).

Module 3: Facilitative short quiz

2. You’re designing a 360-degree feedback system

for your organization. To ensure that people

get useful feedback, you…(a or b).

Module 3: Facilitative short quiz

3. You’re leading a team in which two members,

Ellen and Sean, are concerned that another

team member, Peter, isn’t performing his share

of the work, which is making it difficult

for the seven member team to achieve its goals.

The two members want you to deal with it.

You…(a, b, or c).

Module 3: Facilitative short quiz

4. Whenever you and your team are solving

a problem together, team members stop sharing

different views after you express yours.

To address that problem, you...

(a, b, c, or d).

Facilitative short quiz

Post-quiz brief discussion

Long Live the Library!:

Introduction to Library Ecology

Introduction to Library Ecology

Master of the Landscape: Interior/Exterior

Self-Awareness (Test, read, experience) Vision (Inner/Outer, share, engage) Eco-connection (People, environment)

Leader Ecology:Self-AwarenessPersonal/VisionEco-Connection

Facilitative+ Leadership

Staff & User/AdvocatePartnerships

Strategic &

OperationalPlanning

Partnerships

MissionVision

&Curricula/Standards

Partnerships

Technology&

InnovationPartnerships

Facilitative+ Leadership

Facilitation+ Leader/Manager Toolkit (All):

Eco/Self-Awareness (Empathy/Experiential) Leadership Development (Immerse, PD) Practice on pilot library projects (Create)

User/Advocate Partners

Educating Staff, Users, Advocates:

Identifying (List, Expand, Enhance) Improving (Assess, Discuss) Innovating (Pilot, Technology)

Strategic & Operational Partners

Engaging information (Living Plan):

Planning (Write, Edit, Interpret) Purchasing (Vendor Relations, Discussions) Production (Digital Content, Pilots)

Mission-Vision, Curricula, Standards

Connecting the library (Points of Interest):

Mission & Vision (Proving Ground) Curricula (Educational Practice) Standards (Matching Rubric)

Technology & Innovation

Library @space + Library @ context (User):

Content (Professional/Local) Control (Library/User Experience) Convenience (Staff/Stakeholders)

Leader Ecology:Self-AwarenessPersonal/VisionEco-Connection

Facilitative+ Leadership

Staff & User/AdvocatePartnerships

Strategic &

OperationalPlanning

Partnerships

MissionVision

&Curricula/Standards

Partnerships

Technology&

InnovationPartnerships

Leaders

Bibliography & Web presence

LMI Bibliography on the web (Easybib):

http://ow.ly/5xin2

Albert Municino | microblog on the web:

http://infodesk.posterous.com

Twitter Albert Municino on the web :

@alberoli

The cover slide for this presentation is an image derivative

of an original period photograph by Stanford White (Architect), described as

"New York University library (before conversion) to Bronx Community College."

and attributable to Durova under the Attribution-Share Alike 2.0 Creative Commons license.

http://en.wikipedia.org/wiki/Bronx_Community_College

The original work is from 1904 and is in the public domain.