1. © Eisenberg 2006 Management & Planning Eisenberg-style

2. © Eisenberg 2006 Disclaimer For every realistic, complicated problem There will be a simple, understandable inexpensive solution H.L. Mencken

3. © Eisenberg 2006 For every realistic, complicated problem There will be a simple, understandable inexpensive solution that will be wrong. Disclaimer H.L. Mencken

4. © Eisenberg 2006 Management (aka Leadership) The art and science of making dreams come true.

5. © Eisenberg 2006 The Information School Strategic Plan Documentation

6. © Eisenberg 2006 Management & Planning Eisenberg-style The A-B-C Approach: Articulate a vision and agenda Be Strategic Communicate continuously

7. © Eisenberg 2006 Planning A-B-C ApproachActions Articulate a Vision and Agenda Be clear on vision, functions, roles; goals aligned; services & program fully integrated w. organization Be Strategic Planning, thinking, managing; deciding; evaluating Communicate Continuously Communicate outcomes; public relations, marketing, advocacy; document, accountability

8. © Eisenberg 2006 Be Strategic Strategic Thinking Strategic Planning

9. © Eisenberg 2006 Strategic Thinking Attitude Insight and Politically Savvy Flexibility

10. © Eisenberg 2006 Strategic Thinking Attitude Attitude is everything!

11. © Eisenberg 2006 Strategic Thinking Insight and Political Savvy Link to organizational initiatives, concerns, and priorities. Create and use a user-based advisory committee to advise on priorities. Learn (and use) how things really get done in the organization.

12. © Eisenberg 2006 User-Based Advisory Committee Advise on the broad program Set priorities for program focus and emphasis Help professionals and staff determine where to spend time and effort Troubleshoot immediate problems Engage in long-term problem solving and planning for major problems and concerns Establish policies

13. © Eisenberg 2006 Key QuestionsProgram Actions What does the organization really care about? What are the key concerns, programs, and initiatives of the organization? Link the program functions to addressing concerns, supporting and fulfilling initiatives. Frame the program in terms of where the action is (for example, today, that’s information and technology, standards, performance and achievement). Recognize that concerns, programs, and initiatives change—sometimes from year to year. Strategic Thinking

14. © Eisenberg 2006 Key QuestionsProgram Actions Who are the movers and shakers in the org? Who is respected? Who gets things done? Involve them in decision-making about the library & information program. Help them to succeed in achieving their goals and priorities. Link to winners. Strategic Thinking

15. © Eisenberg 2006 Key QuestionsProgram Actions How do things really get done in the organization - not necessarily the “official” ways, but the real ways - particularly in terms of priority setting, budget and spending, and decision- making? Align the management processes of the library & information program to the processes of the organization. Be seen as part of the solution, not part of the problem. Strategic Thinking

16. © Eisenberg 2006 Strategic Thinking Flexibility It’s all relative Expect and accept change Organizational initiatives, concerns, and priorities change Library & Information Programs must change

17. © Eisenberg 2006 Input Process Output Strategic Planning The Systems Approach

18. © Eisenberg 2006 Strategic Planning The Systems Approach OUTPUTS: services & instruction INPUTS: the “stuff” PROCESSES: making it happen

19. © Eisenberg 2006 Strategic Planning Analysis & Planning Analyze – what is desired Analyze – what is Plan – how to get there Plan – rolling 5 years

20. © Eisenberg 2006 Continuously Communicate Mechanisms 10 week memo Planning matrices Annual report Formal meetings Marketing ____________________

21. © Eisenberg 2006

22. Summary: Planning Focus on vision. Think big. Be systematic and strategic. Communicate the vision. Meet with other managers, decision- makers, constituents on a regular basis. Set up an active Program Advisory Committee. Whining