Above and Beyond Developing a Culture of Organizational Citizenship 5 10 2018

Above and Beyond  Developing a Culture of Organizational Citizenship 5 10 2018

hello good morning everyone we’re gonna
go ahead and get started welcome to the webinar above and beyond developing a
culture of organizational citizenship my name is Courtney Brown and I’m the
Southeast Regional Coordinator from the Indiana State Library’s Professional
Development Office I’ll be the host and question moderator today
our presenter this morning is Rachel Rubin Director of Library and Information
Services at Capital University so without further ado I’m gonna
turn this over to Rachel can everybody hear me you sound great Rachel okay okay
great hi everybody thank you for being here
this morning today’s webinar is above and beyond
developing a culture of organizational citizenship I feel like a flight
attendant like if you weren’t on this flight now it’s the time to exit the
webinar all right okay so whenever I do webinars or whenever I attend webinars I
think it’s important to explain like who the heck I am and why do I think I can
talk to you about this stuff so just a little bit about my background I did my
undergraduate degree in English probably like many of you and then I went to Kent
State for my master of Library and Information science from there I became
a an adult services librarian in a small medium-sized suburban library after that
I became a manager because I thought that sounded like a fun thing to
do and after that I went back and became a manager again at this small suburban
library so Columbus Metro obviously is a large metropolitan library Worthington
is a medium suburban library and I was a branch manager at Worthington and I
thought well I don’t have enough to do as a branch manager so I think I should
get a PhD that was a joke so I started working on my PhD program and then
decided that as a branch manager working on a ph.d program I should become a
library director so while I was working on my PhD which is in managerial
leadership in the information professions which of course we call MLIP because librarians love acronyms I finished my PhD while I was a library
director and I was a library director at a small suburban library for seven years
and then I thought well let’s try something new so as of last July I’ve
been the director of the library capital University and that’s how I come to you
today here on the internet and that’s how I got really interested in
management and organizational culture so from being starting out as an adult
services librarian in a suburban library moving to a major metropolitan librarian
position and then becoming a library director was really supplemented by the
work that I did in this ph.d program and my dissertation topic was organizational
citizenship which is what we’re going to talk a little bit about today so I’m
curious about you so the raise your hand function is not something you can do so
if you would type in the chat box yes if you are a supervisor a current
supervisor… okay ..oh wow a lot of Supervisors in attendance…
excellent so some of you may not be supervisor so now if you can leave your
leave your yeses but if you haven’t said yes do you have at least one
colleague if you haven’t said yes yet so hopefully all of you here either are
supervising someone or you have a colleague and if either of these things
are true about you then this session is for you so the reason I do this is
because I think it’s really important to talk about the fact that everyone has a
role in an organization and it’s really important to enable not just folks who
are in formal positions of authority like supervisors but everyone on a team
to help build the kind of culture help build the kind of culture that you want
so what are we going to talk about we’re going to talk about this through the
lens of the healthy organization and you’ll see sort of as a theme throughout
the the presentation that what I’m going to try to do is take big concepts that
are really complex and break them down into slightly smaller pieces this is a
really short presentation to do this for really big topics so I want to state at
the beginning that all we’re going to do is sort of touch on these things so what
I want to do is get you thinking maybe in a new way
hopefully you’ll leave the webinar with some ways that are actionable that work
for you and though in developing the organization that you want to build and
you may or may not agree with everything that I’m saying and I actually think
that’s really good so this presentation is really just
touching on all of these concepts and hopefully giving you things to chew on
and being able to articulate how you have
what works for you in terms of building the culture you want to build so we’ll
touch on culture citizenship if we have time we’ll do just a little bit on
leadership and then we’ll come back to accountability so this lens of a healthy
organization this is sort of the foundation for everything that we’re
going to talk about so when I was working on my PhD program I did a series
of workshops with Felton Thomas who’s the director of the Cleveland Public
Library and we thought it was really important to start from a framework that
everybody could agree on so we developed this definition of healthy organization
that it successfully carries out its mission continuously evaluates and
improves that it’s financially sustainable and fiscally responsible and
then it operates ethically and transparently and I think all of those
things are pretty well understood they should have accepted is what you need to
be a healthy organization but one of the things we tend to miss and forget is the
people piece and the culture piece and one of the things that we thought was
really important was it the including this foundation of maintaining a
supportive and respectful culture in which employees are willing and able to
perform at their highest level without that bottom piece none of those other
things can happen and when we think about that when we
think about the way employees engage with the organization we tend to use
this word morale but morale is really nebulous what is morale what does it
mean when people say an organization has good morale or bad morale or morale is
high or morale is low and this is one of those big concepts that I think it’s
it’s really important to break into pieces if we’re going to make actionable
steps to address it so instead of thinking about morale I want you
to think about employee attitudes and these are some of the foundational
employee attitudes satisfaction commitment motivation and something
we’re going to get into today citizenship so satisfaction is the way
we feel about work I’m satisfied with my job I’m not satisfied with it with my
job and this can change right so you can have a year at your job where you are
super satisfied and maybe you’re there for a little
while and maybe you stopped being challenged and that job becomes less
satisfying to you another dimension is commitment it’s the desire to stay with
the organization and this is where you start to see the problem with morale is
a unit dimensional concept right it’s complex so you can have an employee who
is completely dissatisfied but super committed I’m sure some of you can think
of people that are not happy with their job but for whatever reason they’re not
gonna leave they’re gonna stay motivation is another really important
concept and that’s the willingness to work hard so you could have an employee
who is unsatisfied but really motivated because that’s just who they are right
they’re not happy in their job but they just work hard because that’s who they
are or you can have an employee who’s super satisfied and doesn’t work hard
and maybe it’s because they don’t have to work hard that they’re super
satisfied but you start to see how using a term like morale can become
problematic because it hides some of these complex attitudes that employees
have at work and as a supervisor or as a colleague you can start to think about
your your colleagues and your team members in a little bit more nuanced way
and then citizenship which is a word that I wrote a dissertation on and
should be able to say citizenship is engagement in above and beyond
activities that are inter personal in nature so they’re about the smoothing
the relationships between people but in such a way that they actually improve
the efficiency and effectiveness of others and of the organization so we’ll
talk about that a little bit more in depth later so why do these things
matter why do we care that employees have positive employee attitudes and
this is not attitude like that person has a bad attitude that those are
commitments satisfaction motivations those sort of formal attitudes they do
good things they increase efficiency and effectiveness conflict is reduced they
increase this nebulous thing we call morale and they reduce supervisory time
so all of you who are supervisors you know that the employees who aren’t
satisfied who are unmotivated who are thinking about leaving those are the
folks you spend a lot time on right so this is an efficiency
when you focus on employee attitudes you actually increase efficiency and it
improved public relations so if you have employees who are satisfied they tend to
make sure that your patrons are also satisfied right and it does things like
reduce accidents absenteeism and turnover so again a healthy the the the
core that underpins this desire to build a healthy organization is maintaining a
supportive and respectful culture in which employees are willing and able to
perform at their highest level so let’s talk about this again
big nebulous culture the concept called culture so I’m sure a lot of you have
heard this culture eats strategy for breakfast a lot of you may agree a lot
of you may disagree and as a side note this is often attributed to Peter
Drucker who’s one of the great minds in management literature but it’s it may be
apocryphal it may not have been Peter Drucker as a librarian if you have a
discovered quote investigator it is a great site so at any rate but this is
something that that you commonly hear when you talk about culture so again the
the raise hand doesn’t doesn’t work so just say yes in the chat box if you
think your organization has a well-defined culture so mostly yeses a
couple of noes so now those of you in either case
no and yes how do you describe it how would you describe your culture…this is a little harder right culture is hard to define this is one of the reasons that makes it so
difficult okay great uh-huh and change oh dear… okay so this
is interesting so someone um this is about the way people feel right is where
people interact it’s the way people engage with each other so here’s another
question for you how do new employees so think about the last new employee you
had whether it was a colleague or someone in a different department who’s
the last new employee you can think of how does that person learn about your
organization’s culture… so you can do it through meetings what
are other ways that new employees learn about your organization’s culture… okay
so think… scan through all of these comments and then we’re gonna we’re
going to come back to this some of you have talked about training some of you
have talked about observation sometimes formal meetings so again this this big
concept culture is often simplified to the way we do things around here this is
the way we do things but again just like morale it’s hard to
address culture with a big concept like this so let’s break down culture Edgar
Schein is one of the great minds in organizational culture so if you’re
interested in this topic anything you can find by Edgar Schein is really
helpful so this is a slightly complicated and we’ll break this down so
culture it’s a pattern of shared tacit assumptions that was learned by a group
as it solved its problems it’s worked well enough to be considered valid and
therefore it’s taught to new members as the correct way to perceive think and
feel in relation to those problems so what I think is most interesting about
culture is that it’s shared tacit assumptions it’s sort of these underlying
things that are really hard to figure out but it’s really important that it’s
sustained by the entire group so let’s break it down a little again
shared set of assumptions beliefs and behaviors sort of summarized as this is
the way we do things around here so how does it work let’s break this down a
little bit according to shine culture works is its
manifested in in three different ways one of which is artifacts another is
values and the third is assumptions so artifacts what do you see here and feel
and a lot of you described that when you describe your cultures
if you’re going on a job interview and you walk in and the walls are white and
everyone is wearing suits and everyone is whispering you’re going to deduce
something about the culture of the organization just having seen and heard
right if you go into a place where people are greeting each other they’re
saying hi there they are not quiet there’s brightly colored art on the
walls you’re gonna to deduce something about culture about the way things are done
around there having talked to no one right that’s really it’s such a powerful
thing so values what is important and why
these are the things that we espouse that we write down these are our
strategies our goals our philosophies so let’s say we have a strategy and/or our
goals that we’re gonna provide the best customer service and all of the public
libraries in Indiana but if you walk into a library and you see a patron
standing at the desk and the librarian is filing their nails you’re know it’s
going to be a mismatch between value and artifact and one of the important things
here is that sort of when you think about your policy manuals when you think
about the things that you write down and codify which turn into artifacts right
so you write down this this policy that lets say there is no grace period for
being late to the desk and you have a new employee and they come to work and
they see that they read the policy manual and they think okay there’s no
grace period but then they see the same staff member coming in late they
observe they observe the same staff member coming in late all the time which
is more powerful the written down artifact or the behavior so you can
start to see when when you think about culture change how hard it is it’s not
enough to change your policy manual and it’s not enough to change the paint
color on the wall right so you start to see the complexity of building culture
change to add to that is this layer of assumptions these are so ingrained that
people aren’t even often aware of them this is about the assumptions you make
about how to solve problems and that could be an exam
that could be our organization believes that doing things democratically making
building consensus is really important this is one of our values but if all the
managers if if the tradition if the habit is to keep their door shut you
have a conflict between the value that you’re trying to build and the
underlying assumptions like they might not even know if this was what they went
into and this was the habit you know this is something that was ingrained in
the organization so one of the takeaways from this is that I want you to be
patient with yourselves if you’re trying to do culture change it’s not just about
changing the policy manuals it’s not just about getting the staff together
and defining your values which are all really important those are important
components change the paint on the walls change your the things that you’re
writing down change the way you talk about things but it takes a long time to
change implicit assumptions about the way things are done so it’s doable but
it’s complicated and the most important thing to think about is not just how do
we the folks who are already here move in the direction or sustain if you’ve
got a great culture you want to sustain that culture so what is your role in
sustaining it and then what is the role in transmitting the culture that you
want to sustain or grow to your new employees so why does it matter the
sustained culture of any organization has to help it succeed right that’s part
of the definition of culture and the interesting thing about this is this can
change depending on what your what success is to you so the so there is no
one-size-fits-all for organizational culture you have to define a culture and
create a culture that actually works for your organization for your communities
for the goals that you’re trying to reach when I started my job as a library
director I took over for someone who’d been there for a very very long time and
that person’s approach to leadership was very top-down so any decision-making had
to be done at the top but the way the organization of the time defined culture
I’m sorry defined success this sort of very top-down process worked for them so
based on the the success that they said that these things were making them
successful it was very internal and it was very sort of closed but those
definitions that culture allowed them to be quote unquote successful based on the
way they define success so I had a very different definition of success and a
very different approach to organizational culture and so both of
those things quote unquote worked but if you think about that original definition
of what makes a healthy organization it has to be sustainable it has to help you
advance your mission so you want all of those elements your artifacts your
values and the assumptions that you’re trying to build to help you advance
toward the success that you define for yourselves and for your library so what
are you teaching your new employees and this doesn’t just fall to the
supervisors and the hiring managers in the the folks who do orientation so if
you are the colleague and you’re the person who’s coming in to the desk five
minutes late even though the policy says you have to be here on time what is that
teaching to the new your new colleague and what do you encourage a reward so
I’m sure almost all of your supervisors so you know that it matters to thank or
to reward or to praise employees when they do a good job but you as a
colleague also have that power to thank to compliment it’s not just the
supervisors responsibility to encourage particular behaviors in the folks that
you work with so a question is to ask yourselves and to ask your team is
does the way that we interact with each other and the way that we interact with
our patrons in practice not just in writing reflect the values and the
mission of your organization one of the ways to think about this and this is
what I worked on for my doctoral research is something called
organizational citizenship so I want you to think about a co-worker
whom you admire you think is just like the best colleague in the world and take
a few seconds to think about what it is about that person that makes them stand
out in your mind and then write some of those things into the chat box… great so one of the things you can sort
of see here is a combination not just of a really good communicator so a skill
but a lot of these things that you’re writing are way so so many of these things are skills so good communicator
but a lot of them are also qualities their characteristics and when we think
about developing these things in our yeah so like positive calm caring these
aren’t necessarily like this person does their job exceptionally well which is
really helpful but the things that matter to people about their
relationships with their colleagues at work don’t often tend to be the things
that we put in job descriptions so we’ll talk about that a little more in a
second so organizational citizenship behavior is behavior by individuals
that’s discretionary it’s not necessarily going to be rewarded or
recognized in the formal reward system but when a lot of people do it in the
aggregate if a lot of people are engaging these in these behaviors across
the organization it promotes the effective and efficient functioning of
the organization so again big concept I’ll break this down a little bit so
these are things that are helpful they’re spontaneous they’re not
premeditated excuse me so if something happens and you run over and help your
colleague you weren’t like well am I gonna get rope you know Steve just
dumped all of the paperbacks all over the floor am I gonna get rewarded for
this if I run over there and help Steve not only people just help each other and
this is one of and librarians tend to be in this category anyway we tend to be
helpful people and this is one of the reasons they think this this approach to
organizational behavior actually resonates really well in librarianship
so it’s um focused on creating more effective relationships not on more
effective tasks completions so the in the formal definition we’re supporting
the social and psychological environment in which that
task performance take place so in the aggregate when everybody’s doing this
across your organization we’re promoting the efficient and effective functioning
of the organization so this isn’t a potluck so a potluck doesn’t actually
lubricate the social mechanisms in order to be more effective right and there’s
nothing wrong with a potluck but that doesn’t count as organizational
citizenship so I’m going to give you some very specific examples so
organizational citizenship has a number of dimensions one of them is altruism so
this is voluntarily helping a colleague or a patron in need of assistance this
is you at the reference desk and new shelver Bob comes careening around the
corner and dumps this whole card everywhere and you can either get up and
help new shelver or Bob put his stuff back on or you can just keep doing what
you’re doing and hopefully you’ll get up and help new shelter Bob because then
he’ll learn that in this organization the way we do things around here is we
help each other when they need help leading into culture the second is
compliance or conscientiousness and this is adhering to the spirit as well as the
letter of the law so let’s go back to that policy manual let’s say your policy
manual says you get ten sick days a year and let’s say in your organization you
lose those ten sick days at the end of the year so if you get to December first
and you realize you have five sick days left you are not going to like go to the
nearest preschool and start looking all the books right you’re not going to
intentionally make yourself sick so that you can use those sick days or you’re
not just gonna call off because you’ve got three sick days the letter of the
law says you’ve got these sick days but the spirit is that you’ll use them in
the manner for which they were intended sportsmanship tolerating trivial
inconveniences without complaint this means that if the coffeemaker breaks in
the staff room you don’t march down to the manager’s office and spend 20
minutes complaining about the coffee maker and then marching out to the desk
and spending 20 minutes complaining to your coworker who’s trying to get their
work done that the coffee makers broken instead you may be pop your head in the
manager’s office and you say hey the coffee maker
broken and then you carry on courtesy this is consulting with others before
taking action this is if you put pink paper in the copy machine in the back
room and you don’t tell anyone and then somebody prints a really important
report on pink paper things don’t go well so this is courtesy civic virtue
this is keeping up and this is hard so one of the things that we’ll talk about
in a little bit is the way that supervisors can enable staff to have the
the ability willingness and ability to engage in these things this means if the
director sends out an email you read it if your manager sends out an email
you’re read it if you have a program guide you know what’s going on because
you know the patrons are going to come to the desk or come to you wherever you
are and say I’m trying to find this program I thought it was today when is
it happening so this is just making sure that you know what’s happening
organizational loyalty it’s promoting the organization to outsiders this
doesn’t mean getting a sign and standing in front of library and being like my
library is the best library ever this is if you’re in the supermarket and someone
comes over to you and they want to complain about things you don’t just say
oh my gosh everything is terrible so this is basically professionalism right
organizational loyalty it doesn’t mean you have to lie doesn’t mean you have to
say things that aren’t true it just means that you use a good judgement in
what you share about your organization now all of these things up to this point
can be sort of read as toeing the line and there’s a reason for that right like
if we’re all in a boat and we’re rowing the boat it’s a really good thing if
we’re helping each other row the boat in the same direction but if there are a
lot of rocks and you happen to see that there’s a lot of rocks ahead you also
want to have the ability to be like guys I think we need to make a sharp left so
voice is a really important component of this this is just just like being the
citizen of a country or a state or a community it’s really important that
people share constructive feedback that they can challenge the status quo in the
interest of making positive change and this you know it’s one dimension out of
all of these dimensions but it’s really really important and it’s especially
important for supervisors to encourage and facilitate positive constructive
feedback so again why do we care why do we want to develop this kind of
organization so organizational citizenship behaviors contribute to the
health and success of the overall organization it does things like reduce
staff turnover it encourages innovation and taking initiative I think and and
just as a side note you know you might say well I don’t understand how that
happens so if you’re enabling folks to leave their desks right if you enable
someone to get up and help Bob who’s dumped all of his books or if you’re at
the information desk and you see that circulation has a really big line and
you enable your team to get up and say ok I saw there was a line and I
addressed that and I know that if you’re in a union environment this can become a
little bit complicated but in general you know how are you facilitating people
getting up and helping and making change and if you do that if you will encourage
that kind of helpfulness inevitably they’re going to get creative
it increases staff and managerial productivity so again you’re not you the
manager are not listening to 20 minutes on the broken coffeemaker and use a
colleague or not listening to 20 minutes on the broken coffee maker and if
you know you put the pink paper in and you you know wasted the time and
resources of your colleague because they know our reprinting all of these things
so you can see how engaging in these sorts of interpersonal relationships are
actually benefitting efficiency and effectiveness increases customer
satisfaction again if you enable people to solve the problems of your patrons in
creative ways patrons are going to be more satisfied and ultimately it reduces
costs as well so again one of the points that I hope you take away from this
presentation is that this is something that everybody can engage in everybody
can help to build the kind of culture that you want to see and the kind of
culture that advances the mission of your organization so a lot of you
already addressed this when I asked about how culture is transmitted you
have to be a role model learning behaviors your behaviors are learned by
watching other others engage in behavior right so you can again you can write
it down please be on time but that’s not the lesson that’s gonna be learned so if
you’re it’s really important to you to give good customer service and that’s
written down what are people observing what are people observing what are your
new colleagues observing what are your current colleagues observing reinforcing
that norm that being good organizational citizen is the way we do things around
here demonstrating how to give constructive feedback to a supervisor
really important how is that done in your organization how is that enabled
how is it rewarded and be the kind of colleague that when you wrote in here
this is the person that I think is outstanding as a colleague can you be
like that person it’s also about keeping the big picture that mission being
successful at the mission of the organization in mind sometimes it’s
really easy to get sort of sidetracked by something that’s that’s impacting a
small corner or maybe a decision is made that that maybe you’re not happy with
but does it advance the mission of the organization and that’s part of that
sportsmanship you know it’s tolerating trivial
inconveniences without complaint it’s also being kind to yourself and to
others nobody is perfect everybody has a bad day sometimes we snap at our
colleagues sometimes we don’t help each other and I think it’s really important
to be not just kind with it but patient with people who may frustrate you
because sometime you’re gonna frustrate others supervisors an employees’ direct
supervisor is their most influential relationship at work let me say that
again you as a supervisor are your team members most influential relationship at
work and we see that in research on engagement that employees don’t leave
bad jobs they leave bad supervisors and in my research what I was looking at
was organizational citizenship behavior and its relationship to perceived
supervisor support I was also looking at a sort of related leadership theory and
I had to say this doesn’t matter as much what matters in terms of how employees
engage at work how they stay committed to work so if we go back to those
positive employee attitudes all of that much of it I don’t want to put this on
supervisors much of it comes from an employee’s relationship with their
direct supervisor so are you the role model for the kind of behaviors you want
to see do you demonstrate genuine interest in your employees are you
showing appreciation when you sit down and meet with your supervisees as
hopefully you’re doing it you know on a semi-regular basis are you considering
their goals and values and opinions as you create a plan for them is there a
way to make the job as interesting as possible and all of these things
obviously are constrained by people’s actual job description some of this
isn’t just this is not this has to be in the context of the work that you’re
actually trying to accomplish and are you providing that regular feedback and
the other interesting piece oh so all of these dimensions are from research about
what what does support actually mean in a workplace if you are a supervisor what
does it mean to be a supportive supervisor these are the ways that are
effective in demonstrating support you don’t see up here say yes to everything
so many of you who are supervisors may get feedback from your supervisees that
you know you that when you say no to people that you’re not being supportive
but again the goal is the mission of the organization the caveat that I think is
really important and then learned this from a leadership development expert
named Ruth Metz and she said that in all of your conversations you should be
direct respectful and courageous so if you’re going to say no be direct
respectful and courageous and where you’re like why courageous well
sometimes it’s really scary to say no to people so I think you do the right thing
you do the right thing because it needs to be done so again supervisors
another aspect of this issue you hire not just how you are enabling and role
modeling for your current employees but being really careful about who you bring
into the organization because candidates who are going to engage in OCB this is a
this is a characteristic that is hard to teach you can teach a lot of things
about working in the library but if I were to go back to that list of things
that matter to colleagues about things that matter to the culture of your
organization you will see less skill and more this sort of interpersonal ability
right so you want to find candidates who are predisposed to engage in OSI be
concerned with the rights feelings and welfare of others their positive
enthusiastic and determined and they take the initiative to influence their
environment this is something called attribution theory and do a whole other
thing on that but there’s there are ways to ask questions about this so here are
some sample interview questions that are trying to get at some of these
dimensions of OCB so two things tasks matter don’t you throw the baby out with
the bathwater build the ability to do the job that you have posted is really
important but we very rarely put these other things into our job descriptions
we very rarely ask these kinds of questions in our interviews right so
when you look at that list of what matters to the employees you already
have so the colleagues that these folks are going to be joining we want to make
sure that we’re adding people to our organizations that are going to be this
kind of good colleague so director one more at the end of the day culture is on
the director you are setting the tone from some of you may be director as I
didn’t ask this you are setting the tone for the culture of your organization
what are you rewarding what do you value you at the end of the day so even if you
have a staff meeting and you have a brainstorming session and you guys all
come together and you decide these are our values this is our strategy this is
the plan we want to engage in you’re the one who makes the decision about what
makes it in there or out at the end of the day right so what do you codify what
do you write down in an artifact and then how does that translate into
the way people are engaging on a day to day basis and part of that is being
really careful about how you hire and train those supportive supervisors you
have to select those managerial leaders carefully because the direct supervisor
is an employee’s primary determinant of their experience at work right so how
are you training and developing the folks who are on the frontline are you
training them to give autonomy to involve their teams and decision making
to incur to encourage them to interact with and help each other giving them
that time to keep up you can’t expect people to read the directors email if
you’ve got them so busy that they don’t have a minute to sit down and keep up
with what’s happening fairly recognizing rewarding good work and again going back
to that fair and consistent policies and procedures how are the things that
you’ve written down enforced in real life so how do you know if your
organization is healthy indicators of health art collaboration and teamwork
growth and development of individuals recognition employee involvement being a
possible positive accessible and fair leader all of the things you see here
you can see how they’re tied to that to the the dimensions of organizational
citizenship and the dimensions of being a positive supervisory a positive and
supportive supervisor so very briefly I just want to touch on leadership and
this this is a quote that’s actually from Dwight Eisenhower you don’t leave
by hitting someone over the head that’s assault
not leadership and what’s really important to me is having people walk
away feeling like they don’t have to leave all lead all the time we live in a
culture right now where like leadership is the thing and we talk about
developing leaders everybody if you don’t have followers
nobody’s leading anyone anywhere because leadership is a process whereby an
individual influencer is a group of individuals to achieve a common goal if
everyone is a leader nobody is being influenced and nobody is working
together and nobody is moving in the same direction so I’m going to break this down
Peter Nordhaus is also a great source if you’re interested in leadership
um so it’s a process it involves influencing others and Peter Nordhaus
would say that coercion is not leadership coercion is not leadership
there’s a book by I guess Annie Kellerman they called bad leadership so
some people would say coercion is leadership Peter Nordhaus would say
the coercion is not leadership happens in the context of the group you have to
have followers and that’s okay that’s how things get done you’re working
towards a common goal and the goals are shared by leaders and followers and
that’s the mission of your library so the piece of this that I think is really
important both for people in formal leadership positions and those who are
quotable emergent leaders or informal leaders is that some of you have titles
and by and large your job is to lead a lot of the time but you also have to
step back sometime and one of the things that’s important for us as leaders to
develop is the emergent leadership skills of our teams so they may not have
leadership titles but they may engage in leadership behaviors or exhibit
leadership qualities so informal leaders are those who are not appointed or
elected and they emerge over time through interactions with the group so
this is um forget his title he’s one of the directors at Google Laszlo Bock so
I’m just gonna read this when faced with a problem and you’re a member of a team
do you at the appropriate time step in and lead and just as critically do you
step back and stop leading do you let someone else because what’s critical to
be an effective leader in this environment is you have to be willing to
relinquish power and I spend a lot of time talking about power and some of the
other presentations that I do but in the important takeaway here is that you have
the ability to lead as an agent of cultural change in your organization but
unless you’re the director in which you’re probably doing that all of the
time you have to be willing to step in and you have to be willing to step out
and that’s also true of directors and managers so sometimes as a director I
have to step back and let the staff lead nobody gets like a potted plant on their
desk and that says okay you’re the leader now
leadership is interactional it’s it’s ongoing it’s something that you step
into and step out of the expectations are different
depending on where you are but everybody has the ability to do this so I think
okay good so about two minutes left so accountability one of the things that
I want you to do today is talk about what you are going to do you can think
about what your organization is going to do but I want you to walk away thinking
about what you as an individual can do so we hear this like oh well why can’t
everybody be an adult right everybody has this moment at work where you’re
like gosh I think I’m in middle school again with what’s happening around here
so we can’t make that assumption that we’re all adults here all the time right
so we want to be strategic we want to be clear about the kind of culture we want
to create and we want to be able to communicate with that that with each
other so I know a library that I worked with went ahead and created a contract
and you can do this at the department level you can do this for yourself you
can do this between colleagues what are the ground rules for you for your
library a team your library team in my last library we talked a lot about
assuming positive intent somebody might snap at you somebody might be rude to
you somebody might say please help me with this and they might do it or they
might not even say please I need you to help me with this right now
can we try to assume positive intent are they stressed are they having a bad day
because you’re gonna do this to someone else and this isn’t easy right this
isn’t easy but can we or patrons come to you when they’re having a terrible day
and they’re horribly rude to you can you assume positive intent can we find a way
to say yes this is again about that creativity and problem-solving can we
find a way even if we can’t give a person what they want to in some way say
yes to them are we treating our colleagues with respect do our actions
as individuals support the culture that we want to create can you write that
down can you formalize that who are we and how do we interact with each other
so right now what I’d like you to do is think about one thing that you want to
do one thing that you’re willing to start doing tomorrow put it on a post-it
note and if you’re comfortable sharing with the group share with the group
what’s a common commitment that you will make I
what what’s something that you will do differently after today to help build
the culture you want in your organization I’m watching
all of these people are typing I’m very excited… so as as people are typing just
to sort of to wrap up we talked about a ton of different things today all of
these things are really deep and complex all of these things have mountains of
literature on them so again I I am NOT an expert in these areas awesome sorry
I’m distracted by this awesome chat feedback so I’m not an expert in these
things it takes years for people to become experts but my hope is that
you’ll be able to walk away and think a little differently and have a little bit
of a different perspective and maybe be able to introduce some ways some some
ideas some concepts some behaviors that will help your organization either
continue to be awesome or to to move in that direction no matter where you are
in the organization I’m loving these answers that are coming in
be courageous collaborate more with my staff providing more feedback to my
staff these are all great takeaways here and if people have questions I am happy
to answer questions while you’re typing questions go ahead and put up your LEU
link here on the screen there at the top it should say above and beyond LEU
certificate you can go ahead and click on that and then download your file for
your LEU there’s also the survey link there on the screen please fill out the
survey let us know how you’re doing and then Rachel’s contact information is
there as well if you have any questions to send on to her …so I guess you know as
people are typing questions and sharing what they’re going to do the other piece
to remember is that this is hard and it takes time so it can be very
discouraging if you’re a leader who’s gone into a place and you’re trying to
to make a change you may have staff like ready to go they’re ready to roll
and everything feels slow to them so it’s important to try and keep that
perspective that remember you’re talking about implicit assumptions when you’re
trying to make culture change so be patient with yourself and and it will be
hard for your team members that are ready to rock and roll
if you’re trying to make culture change but it’s worth it in the end it’s worth
it in the end because ultimately it helps you do your job better it helps you
help your patrons more great night I see your question Brian yes we are recording
this session and it will be archived and the link will be sent out to all
attendees and it’ll also be posted on the Indiana State library’s website
within the next 30 days so I want to thank Rachel for logging in with us and
giving us some really great information feel free to continue to type in the
chat box we’ll stay on for a few more minutes here if there any questions
come through Rachel and I will hop on otherwise be sure you download your LEU
and please fill out that survey link that will help us do things in the
future thank you Rachel absolutely

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