Making a Difference at the Ottawa Library

1. Making a Difference at the Ottawa Library Terry Chartier LI850XI 03/24/2013

2. Changing the Service Model

3. Current Situation • Focus on Children’s Programs • Story Time for Children • Summer Reading Program for Children • Programs for Children

4. 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

5. 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

6. 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 • OverDrive • OneClick digital • 3M Cloud

7. According to John P. Kotter “Leaders who successfully transform businesses do eight things right (and they do them in the right order). (Kotter, 2007)

8. 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)

9. 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

10. 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

11. 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)

12. 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)

13. Leadership Strengths – Cont. • Developer –”You see the potential in others. Each individual is a work in progress, alive with possibilities.” (Rath, 2007)

14. 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)

15. Create a Vision of Change • Sensible Vision • Can take many drafts • Communicate the vision in 5 minutes or less

16. 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

17. Communicate the Vision To 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

18. 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

19. 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)

20. 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

21. 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

22. Persistence • “Success occurs when opportunity meets preparation.” (ZigZilar, 1975, 1977)

23. 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.