My conference session at Library Management Institute in Philadelphia (Glenside) at Arcadia University.

2. Last Off the Ship:
Using facilitative leadership in
libraries.
LIBRARY MANAGEMENT INSTITUTE (LMI) SUMMER CONFERENCE 2011
ARCADIA UNIVERSITY, GLENSIDE, PA (07.11.2011)
Albert S. Municino, BS, SLMS, MLIS
Librarian / Educational Media Specialist
Hudson County Community College
Jersey City, New Jersey
Email: municino@gmail.com
Twitter: @alberoli
Web: http://infodesk.posterous.com

3. 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

4. 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)

5. 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.

6. The library is dead.

7. The library is dead.

8. The library is dead.

9. The library is dead.

10. The library is dead.

11. The library is dead.

12. 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

13. Learning to Lead (Mason & Weatherbee*)
Participants in the Stanford-California Institute sought
the following from their library leadership training:
1. Inspiration from ideas
2. Develop skills
3. Communicate, lead change, work with people
4. Motivate entrenched workforce
5. Create vision
6. Advance career
7. Develop personal attributes
8. Assertiveness / self-confidence
9. Rejuvenation
10. Access to library experts
11. Network
12. Information technology
*Leadership programs listed by state, type, and content.

14. 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”

15. 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

16. 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

17. 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.

18. 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.

19. 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:

20. Defining facilitative
Facilitative is:
1. providing service or assistance
2. tending to promote or assist the development
of something*
*Merriam-Webster.com

21. Preparing the leadership mind
Leadership is a state of mind,
a purposeful preparation,
a form of self-definition.*
*Based on my observations and practice.

22. 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.

23. Many types of leaders:

24. Many types of leaders:

25. 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

26. Four core values for FL (Moore)
1. Valid Information
– Self-confirmable
– Subject specific
– Feelings/Assumptions
– Valid & True

27. Four core values for FL
2. Free and informed choice
– Free of pressures from outside forces
– Decision/Commitment Ownership (VI)
– Societal/Organizational (Strategy AM)

28. Four core values for FL
3. Internal Commitment
– (VI | F&IC) Steps Completed
– Open to Re-thinking Decisions
– Open to Non-Supportive Information

29. Four core values for FL
4. Compassion
– Temporarily Suspend Judgement
– Genuine Concern & Interest
– Acknowledgement & Empathy

30. 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

31. 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

32. 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).

33. 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).

34. 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).

35. 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).

36. Facilitative short quiz
Post-quiz brief discussion
Long Live the Library!:
Introduction to Library Ecology

37. Introduction to Library Ecology
Master of the Landscape: Interior/Exterior

Self-Awareness (Test, read, experience)

Vision (Inner/Outer, share, engage)

Eco-connection (People, environment)

38. Facilitative+ Strategic
Leadership &
Staff & Operational
User/Advocate Planning
Partnerships Partnerships
Leader Ecology:
Self-Awareness
Personal/Vision
Eco-Connection
Mission
Technology
Vision
&
&
Innovation
Curricula/Standards
Partnerships
Partnerships

39. Facilitative+ Leadership
Facilitation+ Leader/Manager Toolkit (All):

Eco/Self-Awareness (Empathy/Experiential)

Leadership Development (Immerse, PD)

Practice on pilot library projects (Create)

40. User/Advocate Partners
Educating Staff, Users, Advocates:

Identifying (List, Expand, Enhance)

Improving (Assess, Discuss)

Innovating (Pilot, Technology)

41. Strategic & Operational Partners
Engaging information (Living Plan):

Planning (Write, Edit, Interpret)

Purchasing (Vendor Relations, Discussions)

Production (Digital Content, Pilots)

42. Mission-Vision, Curricula, Standards
Connecting the library (Points of Interest):

Mission & Vision (Proving Ground)

Curricula (Educational Practice)

Standards (Matching Rubric)

43. Technology & Innovation
Library @space + Library @ context (User):

Content (Professional/Local)

Control (Library/User Experience)

Convenience (Staff/Stakeholders)

44. Facilitative+ Strategic
Leadership &
Staff & Operational
User/Advocate Planning
Partnerships Partnerships
Leader Ecology:
Self-Awareness
Personal/Vision
Eco-Connection
Mission
Technology
Vision
&
&
Innovation
Curricula/Standards
Partnerships
Partnerships

45. Leaders

46. 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

47. 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.