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.