Developing a ‘beta mindset’: Building a Change-Ready Workforce and Culture Jennifer Peasley University Librarian La Trobe University Title of presentation Name of presenter Title of presenter School / Faculty / Division xx Month 201x

La Trobe University, Melbourne, Australia Established in 1964 More than 27,000 students (full-time equivalent) 20% are postgraduates 23% are international Main campus in Melbourne; 4 regional campuses in Victoria

Change at La Trobe University Library Major restructure of the University in 2014 An opportunity to achieve transformational change in the library to address changing environment and needs A structured approach with a clearly defined change process 1. Define 2. Design 3. Consult 4. Implement

The real challenges lie below the surface Goals Formal (Overt) Aspects Skills Capability Resources The way we say things get done… Strategies Structure Projects Operating Model Partnerships Beliefs Perceptions About the formal and informal systems Attitudes Assumptions Informal (Covert) Aspects Values Informal Interactions The way we really get things done… Feelings & Emotions (fear, anger, excitement, despair, happiness) Group Norms

Cultural change: developing our desired culture Challenging and changing accepted beliefs, attitudes and assumptions through: Listening Gathering evidence Gathering feedback Responding Setting a clear direction: developing a common understanding of goals, values and expectations

Themes from staff feedback on the Library restructure Overview of feedback themes, showing the issues that staff raised – some themes are positive, others indicate where there are risks and issues which need to be addressed quickly Comment on stop/start/continue process? This review data is currently informing ongoing staff development, training and team building.

A clear direction and goals

Stop, start & continue

Setting expectations: Success profiles POSITION TITLE LEVEL What is the title of the position? What is the classification level of the position? PURPOSE Why does this role exist? KNOWLEDGE EXPERIENCE What market-related and environmental knowledge is necessary to be successful in this role? What specific internal knowledge is necessary to be successful in this role? What technical and profession knowledge is necessary to be successful in this role? What previous industry experiences are necessary to have to be successful in this role? What types of role challenges should one have overcome previous to this role? CAPABILITIES TECHNICAL SKILLS CAPABILITY What technical and profession skills are necessary to be successful in this role? List up to 6 key capabilities that are necessary to be successful in this role. What level of each capability is required to be successful in this role? KEY STAKEHOLDERS With whom should one build relationships with to be successful in this role? The development of success profiles provided clarity and understanding of individual roles and also highlighted areas for development. Success profiles provided an outline of what is essential to be successful in a role.

Our desired culture: values and behaviours identified by staff

Our desired culture: attributes Strong leadership Challenging attitudes and assumptions Accountable A learning culture: developing new skills and behaviours to enable us to take on new projects and new roles Open and inclusive communication Innovative: seeking new opportunities Agile and adaptive: a ‘beta mindset’

A ‘beta mindset’: done is better than perfect … or as General George Patton said: "A good solution applied with vigor now is better than a perfect solution applied ten minutes later.“ http://lifehacker.com/5870379/done-is-better-than-perfect

A ‘beta mindset’: the importance of communication Using storytelling to gather information and communicate our message Call to adventure Hero Journey Ordinary world Dragon Outcome

Telling our story in ways that stakeholders understand

Questions