1. Leadership in Academic Libraries Paula Kaufman July 7, 2011

2. Think about Library Leaders You Have Known What attributes did they have?What attributes did they have? What did they do?What did they do? What did they not do?What did they not do?

3. Leadership vs. Management Leadership – directly and indirectly influencing people to cause changeLeadership – directly and indirectly influencing people to cause change Management –effective utilization of resources to achieve organizational goalsManagement –effective utilization of resources to achieve organizational goals

4. Comments from Seasoned Leaders “ Fundamental change is more likely through effective leadership than management” “Effective leadership is based on values” “Effective leadership can change the culture of an organization, management cannot”

5. Leaders instill in their staff hope for success and belief in themselves. Positive leaders empower people to accomplish their goals

6. Leading the Library Learn and understand the culture of the University and the library valuesUnderstand the values of the University and the Library

7. Know Yourself Why did you take the position?Why did you take the position? What is your decision style?What is your decision style? What are your strengths?What are your strengths? What do you fear most?What do you fear most? How will you measure success?How will you measure success? How will you stay fresh?How will you stay fresh?

8. Practical Steps Read reports and other materialsRead reports and other materials Meet with staffMeet with staff Familiarize yourself with library and campus culture/context/processesFamiliarize yourself with library and campus culture/context/processes Identify issues, aspirations, concerns, perceptionsIdentify issues, aspirations, concerns, perceptions Maintain an open mindMaintain an open mind Find a mentorFind a mentor

9. EVERYTHING IS INTERCONNECTED Management decisions are financial decisions and vice versaManagement decisions are financial decisions and vice versa Library servicesLibrary services Recruitment/retentionRecruitment/retention Fund-raisingFund-raising

10. Managing and Leading the UIUC Library Organization structure LibrariesLibraries AdministrationAdministration Centralization in a decentralized environmentCentralization in a decentralized environment DivisionsDivisions Administrative CouncilAdministrative Council

11. UIUC Library ’ s Mission Central to intellectual life of UniversityCentral to intellectual life of University Enhances University ’ s mission by providing and stewarding collections and content and by offering a wide array of servicesEnhances University ’ s mission by providing and stewarding collections and content and by offering a wide array of services

12. UIUC Library ’ s Mission Advance University ’ s goals by ensuring unfettered access to information and by providing a network of expertise that ensures value, quality, and authenticity of information resourcesAdvance University ’ s goals by ensuring unfettered access to information and by providing a network of expertise that ensures value, quality, and authenticity of information resources Integrate and manage knowledge to enable learning and the creation of new knowledgeIntegrate and manage knowledge to enable learning and the creation of new knowledge

13. UIUC Library ’ s Mission Will be worldwide engaged leader and information and knowledge broker through our collections, services, new technologies, collaborations and strategic thinkingWill be worldwide engaged leader and information and knowledge broker through our collections, services, new technologies, collaborations and strategic thinking Remain stewards of high quality informationRemain stewards of high quality information

14. Enhance our role as educators and teachers of information literacy in all formatsEnhance our role as educators and teachers of information literacy in all formats Sustain an environment that supports and advances pursuit of excellenceSustain an environment that supports and advances pursuit of excellence Embrace change while balancing it with continuityEmbrace change while balancing it with continuity Vision

15. Vision Building upon a rich heritage, the Library seeks to maintain a strategic position as an institution of worldwide preeminence that offers unparalleled opportunities for intellectual explorationBuilding upon a rich heritage, the Library seeks to maintain a strategic position as an institution of worldwide preeminence that offers unparalleled opportunities for intellectual exploration

16. Guiding Values Accept nothing less than excellenceAccept nothing less than excellence Provide services and content that advance the endeavors of faculty, students, and primary external constituenciesProvide services and content that advance the endeavors of faculty, students, and primary external constituencies

17. UIUC Library Guiding Values Address needs and opportunities of diverse and increasingly global, interconnected, constituencies through:Address needs and opportunities of diverse and increasingly global, interconnected, constituencies through: services we offerservices we offer scholarly content we make availablescholarly content we make available instruction we provideinstruction we provide engagement with external communitiesengagement with external communities

18. UIUC Library Guiding Values Speed the transformation of the current system of scholarly communication to one that advances the distribution of knowledge through more affordable and accessible methods

19. UIUC Library Guiding Values Create a nimble and adaptive institutionCreate a nimble and adaptive institution Protect our users ’ rights to privacy and freedom of thought and expression in a free and open societyProtect our users ’ rights to privacy and freedom of thought and expression in a free and open society

20. "Any people that would give up liberty for a little temporary safety deserves neither liberty nor safety." Benjamin Franklin

21. Search Library Web Site Library Links Home Services Get HelpGet Help About Us Quick Links Ask A Librarian Contact Us My Library Account LibraryLibrary » For Library Employees » Interactive Library Organizational ChartFor Library Employees Interactive Library Organizational Chartional Chart University Library University of Illinois at Urbana-Champaign 1408 W. Gregory Dr. | Urbana, IL 61801 217-333-2290 University Library University of Illinois at Urbana-Champaign For comments on this page contact: Gateway ConversionGateway Conversion Last modified by: Chris Johns on 3/16/10

22. New Service Models Build on traditional strengths (including the depth of our collections and the quality of our services) to ensure that Illinois remain as much a leader in the provision of library services in the twenty-first century as it was throughout the twentieth.Build on traditional strengths (including the depth of our collections and the quality of our services) to ensure that Illinois remain as much a leader in the provision of library services in the twenty-first century as it was throughout the twentieth.

23. Faculty Governance One facultyOne faculty Executive CommitteeExecutive Committee Broad-based participationBroad-based participation

24. Advisory Committees Senate Committee on the Library – mandated committeeSenate Committee on the Library – mandated committee Student Advisory CommitteeStudent Advisory Committee

25. Leadership Challenges Effectiveness and relevancy New servicesNew services Collaboratinos and partnershipsCollaboratinos and partnerships TerritorialityTerritoriality Advancing a vision bigger than any individual library: Library with a capital LAdvancing a vision bigger than any individual library: Library with a capital L MoraleMorale Financial ResourcesFinancial Resources

26. ATTITUDE MATTERS Positive, supportive, empowering – share information and engender trustPositive, supportive, empowering – share information and engender trust Reduce conflict and competition by role modeling respectReduce conflict and competition by role modeling respect Communicate values and principles that characterize how you will function through examplesCommunicate values and principles that characterize how you will function through examples

27. ATTITUDE MATTERS Distinguish criticism from critical analysis - “blame and complain”Distinguish criticism from critical analysis - “blame and complain” Don’t overreact – people have opinions and different personalitiesDon’t overreact – people have opinions and different personalities Don’t delay difficult decisionsDon’t delay difficult decisions Rumors are important to understand and addressRumors are important to understand and address

28. OUTLINE A CLEAR VISION FOR THE FUTURE Identify barriers and facilitators for achieving the visionIdentify barriers and facilitators for achieving the vision Include key individuals that who will support changeInclude key individuals that who will support change Begin consensus building and unit refinements of the visionBegin consensus building and unit refinements of the vision Build shared vision with deliberate speedBuild shared vision with deliberate speed

29. OUTLINE A CLEAR VISION FOR THE FUTURE Reward behaviors that contribute to achieving the vision/goals/values publiclyReward behaviors that contribute to achieving the vision/goals/values publicly Link individual goals to group goalsLink individual goals to group goals Facilitate collaborationFacilitate collaboration

30. DEALING WITH RESISTORS Spend time to understand their concernsSpend time to understand their concerns Define consensus clearly & make decisions transparentDefine consensus clearly & make decisions transparent Do not empower their positionDo not empower their position Make true merit decisionsMake true merit decisions

31. A Leader is a Coach for all Staff Good staff are key to meeting library’s goals Determine best ways to involve staff in setting and meeting goals Measure performance objectively against progress towards goals

32. Talk to colleagues holding similar positionsTalk to colleagues holding similar positions Try to be fully informed before making decisions and remain transparentTry to be fully informed before making decisions and remain transparent Remember what is said and what is heard might be differentRemember what is said and what is heard might be different Suspend negative judgments as much as possibleSuspend negative judgments as much as possible THE LONG HAUL

33. Role model desired behaviorsRole model desired behaviors Cultivate distributed leadership through influencing others’ decisionsCultivate distributed leadership through influencing others’ decisions Don’t worry about who is getting credit – celebrate togetherDon’t worry about who is getting credit – celebrate together Challenge yourself and others to “figure out a way to get there”Challenge yourself and others to “figure out a way to get there” THE LONG HAUL

34. Distinguish temporary setbacks from the need to revise goals CommunicateCommunicate Encourage & supportEncourage & support Revise methodologies & processesRevise methodologies & processes Identify potential leaders and create plan to develop their skills Enjoy the difference you are making!

35. Your Success as Leaders is Measured by the Success of Others Create an environment that fosters achievement