making a difference at the ottawa library
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Making a Difference at the Ottawa Library. Terry Chartier LI850XI 03/24/2013. Changing the Service Model. Current Situation. Focus on Children’s Programs Story Time for Children Summer Reading Program for Children Programs for Children. Why Change From Children’s Focus. - PowerPoint PPT PresentationTRANSCRIPT
Making a Difference at the Ottawa Library
Terry ChartierLI850XI03/24/2013
Changing the Service Model
Current Situation•Focus on Children’s Programs•Story Time for Children•Summer Reading Program for Children•Programs for Children
Why Change From Children’s Focus
•Children’s program’s are well established•Establishing more adult interest is crucial•Budget constraints increase need for
partnerships•Increased popularity of eReaders and
eBooks
Desired Outcome – Library Adult Programs Partnerships• Adults using the library
for more than just books• Adults will bring in their
children• Increase Adult Literacy• Increase Adult Technology
Literacy• Increase Adult support for
library (tax payers)
• Help with budget• Share Resources• Increase Business Support• Increase Community
Support• Diverse Programming
Desired Outcome – Library - Cont.eReaders & eBooks Popularity• Staff training/knowledge will increase value
of library• Increase eBook collection available to
patrons• Workshops to empower patrons with
knowledge on eReaders & eBooks
• Kindle• Nook• iPad• iPhone• Tablets• KS
Library• OverDriv
e• OneClick
digital• 3M Cloud
According to John P. Kotter“Leaders who successfully transform businesses do eight things right (and they do them in the right order).
(Kotter, 2007)
Kotter’s 8-Step Change Model•1. Establish a Sense of Urgency•2. Form a Powerful Guiding Coalition•3. Create a Vision for Change•4. Communicate the Vision•5. Remove Obstacles•6. Develop Short-term “wins”•7. Consolidate Improvements•8. Reinforce Changes (Kotter, 2007)
Establish a Sense of Urgency •Will the library survive on current path•Need for great leaders, change champions
or new leaders•75% of management believes change is
necessary•Don’t rush the urgency planning stage
Form a Powerful Guiding Coalition
•You have to lead change not management it
•Identify true leaders at your library
•Mixture of different departments and levels
•Teamwork a must
•Powerful guiding coalition
Authentic Leadership•“Brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders.”
(George & Sims, 2007)
Leadership Strengths•Arranger – “You enjoy managing all of the variables, aligning and realigning them until you are sure you have arranged them in the most productive configuration possible.”
(Rath, 2007)
Leadership Strengths – Cont.•Developer –”You see the potential in others. Each individual is a work in progress, alive with possibilities.”
(Rath, 2007)
Leadership Strengths – Cont.•Futuristic – “You love to peer over the horizon. The future fascinates you. You are a dreamer who sees visions of what could be and who cherishes those visions.”
(Rath, 2007)
Create a Vision of Change•Sensible Vision•Can take many drafts•Communicate the vision in 5 minutes or
less
Communicate the Vision•Tell everyone•Announce at the staff meeting•Talk about it in the break room•Discuss it between patrons•Make flyers for the break room•Openly discuss any concerns
Communicate the VisionTo the Public when ready:•Announce in newsletter•Announce on Web site•Announce on Face Book•Announce on Twitter•Announce on a blog•Announce on Time and Temp•Email Patrons
Remove Obstacles•Processes preventing the change•Structures getting in the way of the
change•Reward staff helping bring the change•Reintegrate the change vision to resistant
staff•Remove staff preventing the change
Develop Short-Term “Wins”•“Nothing motivates more than success.”•Set short term targets•Report results that staff visualize•Early targets should be inexpensive•Reward staff who helped in achieving the
short term successes•Celebrate
(Mind Tools Ltd, 1996-2013)
Consolidate Improvements•Build on short-term wins to set bigger
goals•Promote and develop staff who are
continuing on the change path•Continue the change process to win the
war not just the battles•Analysis what went right and what went
wrong with each win•Set goals that will build on the momentum
Reinforce Changes•Changes accomplished become part of
library normal operations•Talk about progress•Promote progress to new staff members•Publicly reward and recognize staff who
went above and beyond.•Continue to build on these changes
Persistence•“Success occurs when opportunity meets preparation.”
(Zig Zilar, 1975, 1977)
References• George, B. & Sims, P. (2007). True North: Discover your authentic
leadership. San Francisco: John Wiley & Sons.• Kotter, J. (2007, January). Leading change why transformation efforts
fail. Retrieved from http://dl.dropbox.com/u/38050287/LI850 Required Readings/Organizational Change and Development/Kotter 2007.PDF
• Mind Tools Ltd. (1996-2013). Kotter's 8-step change model. Retrieved from Kotter, J. (2007, January). Leading change why transformation efforts fail. Retrieved from http://dl.dropbox.com/u/38050287/LI850 Required Readings/Organizational Change and Development/Kotter 2007.PDF
• Rath, T. & Conchie, B. (2007). StrengthsFinder 2.0. New York: Gallup. • Ziglar, Z. (1975, 1977). See you at the top. Gretna, Louisiana: Pelican
Publishing Company, Inc.