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Leadership and the Nimble Organization: Vital Skills for Success

Leadership and the Nimble Organization: Vital Skills for Success. Carol Avery Nicholson President, AALL Presentation for the 12 th North Carolina Serials Conference April 4, 2003. The Will to Govern Well.

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Leadership and the Nimble Organization: Vital Skills for Success

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  1. Leadership and the Nimble Organization: Vital Skills for Success Carol Avery Nicholson President, AALL Presentation for the 12th North Carolina Serials Conference April 4, 2003

  2. The Will to Govern Well • Glenn H. Tecker, Jean Frankel and Paul D. Meyer. The Will to Govern Well: Knowledge, Trust, and Nimbleness.ASAE Foundation, 2002 ?

  3. KNOWLEDGE • Knowledge is a fundamental component of effective leadership.

  4. TRUST • Trust is essential to gaining support

  5. NIMBLENESS • The ability of the organization to seize opportunities (Tecker, et al.)

  6. Requires an organization to think about accomplishing goals and… Focus on accomplishing the right goals at the appropriate time for the right reasons NIMBLENESS

  7. NIMBLENESS • How does this relate to serials?

  8. KNOWLEDGE • Serialists must have extensive knowledge of • Changes in the publishing industry • Multiple formats • Multiple languages • Publication patterns • Complex holdings data, etc. • Organizational flow

  9. TRUST • Public services • Patrons • Vendors • Standards experts • Colleagues

  10. NIMBLENESS • To accomplish goals • Focus on the right activity • At the appropriate time • With the expected result

  11. The Nimble Organization • Daryl Conner. “Building and Leading the Nimble Organization” http://www.odrinc.com/inter/news/iwgc.htm

  12. The Nimble Organization • An association, such as AALL, that is complex and highly developed, needs to remain nimble • To respond to constantly changing dynamics and • To influence and shape the course of change.

  13. THE NIMBLE ORGANIZATION • Remain an open system • keep people and things in an unending growth-and-renewal mode • Increase the enterprise's absorption limits • be proactive • Press the envelope of boundaries • introduce as many important changes as possible without overextending your resources

  14. Leadership requires COURAGE to take calculated risks Constrained organization The Nimble Organization

  15. Leaders try to direct and predict events Become paralyzed by routine Fear changing course Doggedly pursue a course of action in the face of failure Managers try to stifle innovations “We’ve always done it that way” Refuse to learn new software enhancements Hang on too long to paper routines constrained organizations

  16. The Will to Govern Well

  17. The Will to Govern Well • Nimble organizations tolerate risk • Nimbleness needs boundaries wide enough to seize opportunities. • Nimbleness is enhanced by technology-enabled methods of work                   

  18. The Will to Govern Well • Ensure that …the right expertise is in place to support a culture of nimbleness. • Experiment with new methods of work, community, and involvement. • Move from being power-driven to become value-driven. • Develop a unique service niche

  19. Middle Management Serials Expertise Project Management Embracing Change Teamwork Technological expertise The Nimble Serialist

  20. The Nimble Serialist • Knowledge • Trust • Nimbleness

  21. Nimble Serialists: Leading the Way to Success!

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