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Library Directors Digital Strategy Summit
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Darrell W. Gunter
d.gunter@guntermediagroup.com
October 18, 2011
10/17/11 1 © 2011 Gunter Media Group
Matching Messages & Strategies
Strategies are one thing, but how do we communicate our key directions to our various stakeholders?
Our Agenda for Today
} Introduction } Assessment } The Communication Cycle } The High Performance Cycle } Your company’s culture } Emotional intelligence } Leadership } Recipe for a high performing team } Getting started
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Assessment
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} Best practices of peers and other industry organizations } GAP analysis of your current communication strategy } What tools do you use to communicate with your team
or your targeted audience? } How do you measure success?
The Communication Cycle
Prepare
Test
Communicate
Listen
Reply
The High Performance Cycle
Goals
Leadership
Roles Processes
Resources
Assessment
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Culture Corporate Culture and Performance John P. Kotter "Almost all books on corporate culture state or imply a
relationship to long-term economic performance...“
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Culture } Why it is important? } Is it important to establish one? } Success Criteria } Common Pitfalls } Your Role
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Culture
Source: John P. Kotter 10/17/11 8 © 2011 Gunter Media Group
Culture } The Paradigm } Control Systems } Organizational Structures } Power Structures } Symbols } Rituals and Routines } Stories and Myths } Key note: These elements may overlap. Power structures may
depend on control systems, which may exploit the very rituals that generate stories which may not be true.
Source: Wikipedia - Johnson, G. (1988) "Rethinking
Incrementalism", Strategic Management Journal Vol 9 pp75-91
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Emotional Intelligence } What is it? } Why is it important? } Accessing the EI of you and your team? } How is it different than a seminar on “Conflict
Management”! } Best practices
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Emotional Intelligence } Emotional Intelligence (EI) describes the ability,
capacity, skill or, in the case of the trait EI model, a self-perceived ability, to identify, assess, and manage the emotions of one's self, of others, and of groups.[1]1111
Source: Wikipedia
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Leadership Principles of Leadership To help you be, know, and do; follow these eleven principles of leadership 1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and
do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new
heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do,
but also see. We must become the change we want to see - Mahatma Gandhi 6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring
for your workers. 7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry
out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this
responsibility. 10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not
really teams...they are just a group of people doing their jobs. 11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your
organization, department, section, etc. to its fullest capabilities.
Source: U.S. Army. (October 1983). Military Leadership (FM 22-100). Washington, DC: U.S. Government Printing Office.
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Leadership
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The Recipe } Mission statement, corporate objective and strategy plan } Team members on board } A successful foundation } Building a great culture
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The Focus Of The Company } Mission Statement
} Do you have one? } Why is it important?
} Objectives } Strategy } Tactics
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A Successful Foundation
Mission Objectives Strategy Tactics
Job Description
Objective setting
Performance Reviews Compensation
Human Capital
Communication Policies & Processes
Fairness & Consistency
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The On-boarding Process
Recruiting
Interviewing
Selecting
Training Assessment
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Getting Started } What is your starting point? } Communication strategy? } Do you have a performance dashboard? } Assessment of your company / SWOT analysis. } Your company’s mission } Organization objective and strategic plan of action } Job descriptions, objective setting and performance
reviews
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Next Steps } SWOT Analysis } Communication strategy } Performance Dashboard } Infrastructure } Establishing a great culture
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Thank you!
Darrell W. Gunter d.gunter@guntermediagroup.com
+1.973.454.3475
10/17/11 20 © 2011 Gunter Media Group
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