Gavin J. Wolter
Billings Public Library is not a rural library, but leadership has to constantly evolve.
Take-Aways: Begin the process of articulating a leadership strategy
Begin the process of creating a narrative
Begin the process of identifying your own strengths and weaknesses to grow as a leader
A good leader will show their weaknesses. They have to be addressed, so you can make your strengths stronger.
He warned us that we are all unique. We have to own it, and we shouldn’t compare ourselves to anyone else.
Accountability and Expectations: This is about openness.
Have you asked your staff what their expectations for you are?
We need to start small and have a list of expectations with our stake holders.
Leadership = face of the organization/department
How we serve our staff indlences the level of accountability and expectations that you can demand.
It’s horrible when it happens, but it’s about how we deal with it.
It’s just a temporary detour.
Abject failure: catastrophic, unrecoverable, permanent loss
CVP failure: Common, version evolved, predicted, constructive, strategic
Sometimes with failure, we have to rewrite the narrative. We can learn and grown from it,
Initative and Creativity: How do you foster the creative mind? To do this, we have to be a cheerleader. We shouldn’t be “telling” our staff what to be.
We want to feed the drive.
We want to challenge new perspective.
We want to be part of the TEAM. This has to be bottom up and top bottom.
Remember that silence is golden.
Remember to build people up.
Do we have to be on the outside and looking in? Do we need to be a warden? No. Where did this come from? Sometimes we do more talking than listening.
We also have a tendency to tear down. Why?
TEAM - Together Everyone Achieves More
Narrative and Communication:
Does the staff know the narrative? We should all have the same information. Everyone should know, “these are our three goals, this is our mission, this is who were are,” etc.
Creating a Library Narrative:
Who are YOU as a leader?
What is your Identity of your community?
What are the needs of your community?
What is the expertise of your staff?
How do we understand our financials? This helps us with our public officials.
Who has input? Everyone !
Clear, complete and concise.
We have to know when not to communicate
We have to be available and not hide.
Solve problems, don’t be part of them. Our job is to be “the leader.”
Give examples whenever you are explaining something.
Understand each personality.
Create the environment. What have you done with the resources you have? Don’t lament. Focus on what we CAN do.
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