The Public Library of Cincinnati and Hamilton County Library Academy

Management Track Competency: The Library values leadership in its management staff. Managers are expected to effectively lead employees. Commitment to providing the highest quality service to all internal and external customers, which include building group morale and cohesiveness, managing group processes and achieving team goals. Skill & Knowledge: Budgeting, Funding, Community Relations, Facilities, Policies and Procedures, Marketing, Organizational Leadership, Personnel Management, Project Management, Staff Development, Strategic Planning. Leadership Preparation Tomorrows Manager Program Description: This program is designed to identify high-potential employees, evaluate and hone their skills and abilities, and prepare them for advancement into positions which are key to the success of Library operations and objectives. It involves Understanding the Library's long-term goals and objectives; identifying the high-potential candidates and their respective developmental needs and determining workforce trends and predictions. Application Process Staff had approximately a month to apply for a seat in the program. It was open to all staff regardless of education.

Candidates past performance and a management assessment were a part of the application process. Application Interview Past performance Management assessment
1

Those who are selected for the program will be given an Individual Directions Inventory tool. This tool measures natural tendencies. This tool has dimensions for public service staff and internal support staff. We worked with a consultant that we have used for another Management Program. The questionnaire is designed to reveal the underlying directions a person uses to guide his/her life. It reflects a variety of internal process: motives, needs, drives and values. I and my co-facilitator were trained by our consultant to review and coach the candidates with the IDI dimensions. We are in the process of coaching them now. Assessment Tool Individual Directions Inventory (IDI) Prior to starting the sessions, the participants participated in an assessment tool. The IDITM measures an individuals natural tendencies. MRG calls these tendencies Individual Directions. The IDITM coaching progress is nonjudgmental. Scores on the low as well as the high ends of the spectrum offer both assets and pitfalls. A more midrange score indicates that the participant tends to situationally consider their choices in a dimension rather than more automatically favor an extreme. When one follows their natural tendencies, he/she is more satisfied with life, though others may not be satisfied with them. Not all natural tendencies must be followed all the time to be satisfied. This depends on the strength of the tendency either high or low. Some natural tendencies can be satisfied at work, others at home and in other environments. Learning Opportunities We enlisted other managers who have graduated from our Management Academy to help facilitate the classes.

Review of applications and selection by the two Assistant Directors and myself. We had 35 applicants. But we were only able to take 12-15 candidates for the program. Applicants were interviewed by the selection team. We used an analysis form to help us with the selection process.

Selection Process

Classes are created to help employees achieve proficiency in all the required competencies, close skill gaps and prepare for succession opportunities.

Library Management Style for Vision and Change (including understanding the organization and trends in the Library)

Hiring for Future Success

Objective: The Library needs to keep pace with changing customer and taxpayer expectations. In order to do this, Library leaders must be willing to act as change agents to lead staff through the necessary changes which come with improvement.

Resolutions of Problems and Conflict

Objective: Lead Style Managers make few decisions that are as important as the selection of new employees. The Library is only as effective as the people who represent it. Managers understand that you first must get the right people on the bus (and the wrong people off the bus) before you figure out where to drive it. In addition, they also understand the degree of sheer rigor needed in people decisions in order to take the Library from good to great.

Advocacy, Stewardship and Donor Relations

Objective: Lead Style Managers are often the liaison between senior leaders and staff when it comes to carrying out the mission, vision and values for the Library. Conflict does not emerge simply because the stakes are high, or because managers have a great deal of political capital tied up in a particular issue. It emerges even when individuals seemingly have little to gain or lose, at lease of a material nature, by virtue of the outcome of a debate. Lead style management understands how to manage conflict effectively during a decision process as well as manages change and improves results in order to move to the next level of accountability.

Strengthening your management skills (Individual Development Inventory Tool)

Objective: The Lead Style Manager understands that todays public libraries are consistently being challenged to do more with less--less money, less staff, and less time. It has never been more important for potential managers with a vested interest in their public libraries, to convey to their communities the value of the library. Advocacy, the process of acting on behalf of the public library to increase public funds and ensure that it has the resources need to be up to date, is critical to the success of libraries. Lead style management understands the importance of knowing the social, political and economic context in which the library exists, as well as the need to build brand loyalty with all staff, customers and communities-at-large.
3

Some other components to the program are: Mentoring

Objective: As we define communication in management, it goes far beyond just talking. For communication to be successful, it must be meaningful and appropriate. In lead style management, managers must communicate effectively to help staff through the learning process, define and set expectations for work performance, and offer feedback so the staff person is always aware of how well they are doing. But, there may be barriers preventing real communication from taking place.

Ongoing coaching and feedback, and career and development planning, ensuring staff engagement. Job shadowing /job rotations

Temporary assignments such as managing a branch/department while the incumbent is on vacation Staff selection (team interviewing)

Leadership opportunities on project teams

Formal education and learning opportunities

Results The evaluation process included follow up meetings with the participants on their Individual Directions Inventory Plans, two Team Projects and overview of the leadership styles within the two teams, a written review of the principles and concepts learned during the program, and an evaluation of program giving by feedback from the participants and mentors. Points of evaluation: Did the participants put their learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the participants when back in their roles?
4

Was the change in behavior and new level of knowledge sustained? Would the participant be able to transfer their learning to another person? Is the participant aware of their change in behavior, knowledge, skill level?

At the end of the program, we graduated 10 participants. Six of the 10 (60%) were appointed to manager positions. Lessons Learned: Selection Process Information gathered in the selection process should have been used in the Job Shadowing event.

Class Content/Facilitation Great way to network by having seasoned managers help with the facilitation. Mentors needed more involvement Worthwhile hands on activities

Lab Assignments/How Did It Go Sessions Pre work and Post work valuable in keeping the participant engaged in between sessions Interviewing assignments were well received by participants- they learned a lot

Logistics Needed a Brain Break too much material Include physical activity during the class sessions

Mentoring/Job Shadowing Needed more opportunities for job shadowing Needed to send participants to different administrative functions outside of their normal administrative unit.

Course: Management Academy

5

Description: Management Academy is a twelve month experience that will provide managers with an extended period of guided growth and development activities. The Academy is not just a series of events, but rather a group of people who share common beliefs about the Library and practice a progressive, outcomes-oriented leadership style of managing the Library in todays challenging and dynamic environment. Initiation into the Academy involves not just class room participation, but lab assignments, observed behavioral growth opportunities, progress reports from coaches and direct leaders. Assessment Tool Leadership Effectiveness Tool this is a process of individual development, designed to increase managers effectiveness as a member of our library. It purpose is to define the leadership role in terms of 22 behavioral characteristics (sets); provide an individualized feedback profile of the approach taken to leadership role; identify the areas which need the greatest development emphasis and provide a framework for managers to create specific action plans to address those needs. It is a pre assessment and a post assessment of 360 degree assessment that involves the manager, their direct leader, their direct reports, and peers. Proficiencies for PLCH are: Creating a Vision Developing Followership Implementing The Vision Following Through Achieving Results Team Playing

Course Content Session 1 addresses changes in the library, including the demand for change and the implications of the challenges, differences between lead and boss mgmt. styles. Session 2 addresses hiring decisions, screening techniques focusing on structuring, mgmt. focus and strategic proficiencies. Session 3 addresses knowledge mgmt. making a connection between learning and change mgmt. Session 4 understanding yourself and others as learners here we will look at the Myers Briggs report
6

Session 5- you learn that no news is good news actually you will learn the steps in handling complaints. Session 6 is about positive discipline and we begin working the case studies. Session 7 optimizes staffing patterns, we talk about matchmaking, and effective delegation