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From Challenges to Champions
Arizona State Library Leadership Academy
May 19, 2010
What is a Leader?
"The leader's job, after all, is not to provide energy but to release it from others." -- Frances Hesselbein
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Leadership Is...Marshalling the people, capital and
intellectual resources of the organization to move it in the right direction…– Marshalling resources – collecting them,
focusing their attention and inspiring or empowering their use.
– Moving an organization – energizing it, removing obstacles to progress, making the changes necessary to improve performance, and enabling it to learn and grow.
– The right direction – defining the strategies that will have the greatest possible contribution over the long term to the clients or customers that the organization was created to serve.
-From Leaders Who Make A Difference – Nanus and Dobbs
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“An organized response to the environment, based upon a particular set of goals, that seeks optimal benefits to the organization's customers and clients by:
• building on strengths; and/or
• building up weaknesses;
in order to pursue the greatest possible advantage of opportunities and distinguish the organization from others.” Tecker and O'Neal
A Working Definition of Strategy:
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Elements of a Successful Strategic Planning Process: Inclusive – Staff and board members are included
at the right time in the process; ownership is important.
Outward Focused – Practices ongoing environmental scan.
Willingness to Let go – Recognition that resources may need to shift in response to strategic direction.
Ongoing – Organization is committed to an ongoing “strategic thinking culture.”
Continued Measurement – Achievement is assessed at the right levels and at the right times.
Celebrate Success – Includes recognition of accomplishments.
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Elements of a Successful Strategic Plan: Truly strategic – Strategic planning is distinct
from operational planning and budgeting. Focused – Includes a set of focused goals in
specific areas. Responsive – Starts with an environmental
scan of current conditions and creation of future assumptions.
A stretch – Includes a longer-term goal stretching the organization beyond its present position.
Measurable - Includes specific measurements in prioritized areas.
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EnvisionedEnvisionedFuture*Future*
CriticalCriticalFactorsFactors
StrategicStrategicPlanningPlanning
ActionActionPlanningPlanning
Big Hairy Audacious
Goal
Vivid Description
ScanConditions, Trends
& Assumptions
Mega Issues
StrategicPrinciples
Annual Strategic Plan Review
Priority Setting
Program Planning
Action Planning
CoreCoreIdeology*Ideology*
Core Purpose
Core Values
ValueProposition
GoalsObjectivesStrategies
OperationalStrategy
* Adapted from Built to Last, Collins and Porras
10+10+ 55 33 2 1 year2 1 year
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Data Data CollectionCollection
Strategy Strategy DevelopmentDevelopment
Transition & Transition & ImplementatiImplementationon
Monitoring & Monitoring & AdjustmentAdjustment
Cardholder AnalysisCardholder Analysis•Usage trendsUsage trends•DemographicsDemographics•Lifestyles and behaviorsLifestyles and behaviors
Market AnalysisMarket Analysis•Historic and anticipated growthHistoric and anticipated growth•Competitive Competitive
Ethnographic ResearchEthnographic ResearchKey Findings and Key Findings and SegmentationSegmentation
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“Perhaps no place in any community is so totally democratic as the town library. The only entrance requirement is interest.” - Lady Bird Johnson
“A library is and should be open to all people, but it cannot be all things to all people.”
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Research CollectionPopular Collection
Community ServiceOrganization
InformationRepository
Customer Search Assistance
Subject-MatterExpertise
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The ImpactLeaders must proactively select the position
of the library on each continuumWhere library falls on these continuums
influences a variety of factorsBrandCustomer baseMarketing mixService offerings and programsCollectionsFacilities Design
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The Role of Data in LeadershipUp front investment in data collection
provides key benefits to strategic action:1. Removal of assumptions2.Accurate understanding of the market,
operations, and audiences3. Identification and testing of potential
differentiators4.Confidence in proactive positioning
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The Role of Data in LeadershipAudience behaviors, values, and needs are
key drivers of service delivery and programming success
Study of audiences often trails in priority to reactive measures such as circulation, operational efficiency, and community satisfaction
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Clustering• Proactive selection
along each continuum begins with solid business intelligence
• Clustering provides advanced customer intelligence by segmenting individuals into groups that share common behavioral and lifestyle traits
• Formed by collecting data about individuals based on library usage, life stage, and psychographics
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Cluster Development
Knowledge Creation
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External EnthusiastsJulie and MichelleCity: CupertinoAge: 41Marital Status: DivorcedPresence of Children: One
ChildIncome: $125,000Education: MBA, Stanford
UniversityOccupation: Certified Public
AccountantLibrary Use: Frequent User SCCL Card Likelihood:
Medium
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Clustering: A New Point of View
Location
Homework Help
Collections
Friendly Staff
Family Programmi
ng
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Strategic Planning Impact:Opportunity Analysis
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Strategic Planning Impact:Cluster Prioritization
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Data Data CollectionCollection
Strategy Strategy DevelopmentDevelopment
Transition & Transition & ImplementatiImplementationon
Monitoring & Monitoring & AdjustmentAdjustment
Environmental ScanEnvironmental Scan•ConditionsConditions•Trends Trends •Assumptions about the futureAssumptions about the future
Core IdeologyCore Ideology•Core purposeCore purpose•Core valuesCore values
Envisioned FutureEnvisioned Future•Vivid description –external Vivid description –external visionvision•Big audacious goal – internal Big audacious goal – internal visionvision
Goals & ObjectivesGoals & ObjectivesAssessmentAssessment
•Model of excellenceModel of excellence•Core competenciesCore competencies•Program portfolioProgram portfolio•InfrastructureInfrastructure
Strategies & PrioritiesStrategies & Priorities
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Planning Basics:Goals, Objectives, Key Measures and Strategies
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Goals: Outcomes the organization is committed to achieving; reviewed each year (3-5 years)
Objectives: Desired direction the organization needs to move to accomplish its goals… what would constitute success in observable or measurable terms (3-5 years)•Increase… Decrease…•Eliminate… Maintain…•Enhance/Improve… Achieve…
Key Measures: Specific measurements used to quantify success at reaching goals.
Strategies: Indicates an activity (1 year timeframe) reviewed each year• Promote… Develop… Inform…• Identify… Inform…
Santa Clara County Strategic Planning Process
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Our VisionAn invaluable resource for information,
entertainment & ideasConvenient, easy-to-use, technologically
adeptServices for traditional and non-traditional
Library patronsPhysical and virtual access to resourcesCommitted to professionalism, collaboration,
communication, innovationEnthusiastic community support
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Planning Process InfluencersGoverning Board Library Stakeholders Staff Public
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Planning Process ChallengesBoard Support and Funding of Strategic
Planning ProcessStaff Buy-inLibrary Stakeholders/Public EngagementCapacity
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Year Big (Hairy) Audacious Goal Huge challenge with a clear finish line Unifying focal point of effort Clear and compelling A catalyst for team spirit Applies to the entire organization Requires significant time to complete
Vivid Description A vibrant, energizing and
specific description of what itwill be like to achieve the
Big Hairy Audacious Goal Painting a picture of the vision
Envisioned Future
Big Hairy Audacious Goal (BHAG)
Our Ambitious Goal:The most Library cardholders
(per capita) in the U.S.
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Our Strategic Planning Process4-6 MonthsLibrary leadership commits to developing
new leaders in the organizationIssue RFP, award contract to Paul Meyer,
Tecker ConsultantsPlanning process executed
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Almost Done!6 monthsLibrary stakeholder presentationStaff development day workshopsConsultant report to Library governing
board, stakeholders and leadership
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Planning Achieved!3 MonthsConsultant report accepted by the Board Development of public/marketing publicationBoard approves funding for market
segmentation survey of Library non-cardholders
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Published for Distribution
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Our Ambitious Goal and Vision
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Our Planning Process and Strategies
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Our Core Purpose and History of Service to the Community
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Governing Board Recognition
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Beware Skipping Steps!Staff team meetingsFocus groups in communityInterviews by telephoneTelephone surveyStaff as focus groupsRegular Board updates on progress
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Create a Buzz!Launch survey results on website, blogPresent at Board, Friends, Foundation, City
Council and Commission MeetingsHost workshops in each community (there
are seven) to dig into the dataTarget market strategies using clustersEngage all staff in achieving strategies
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Where Do We Go From Here?Survey current users to capture the whole
pictureOrganize team leaders to focus on “low
hanging fruit” in each communityIncrease library cardholdership by 5% per
yearAchieve BHAG by 2013
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Data Data CollectionCollection
Strategy Strategy DevelopmentDevelopment
Transition & Transition & ImplementatiImplementationon
Monitoring & Monitoring & AdjustmentAdjustment
Step 1: Receive ApprovalStep 1: Receive Approval
Step 2: Create Step 2: Create Communication Strategy Communication Strategy
Step 3: Conduct Action Step 3: Conduct Action PlanningPlanning
Step 4: Re-prioritizeStep 4: Re-prioritize
Step 5: Adjust Budgets Step 5: Adjust Budgets and Operational Plansand Operational Plans
Step 6: Begin Step 6: Begin Implementation Implementation
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MethodologyObjective: Capture a sample of cardholders in the
service area and in each community served to identify and segment growth opportunities for Santa Clara County Library, while comparing and contrasting against non-cardholder researchEnglish, Spanish versions of surveyResponses segmented by active, inactive cardholders
16,014 Included Responses9.2% response rate14.3% response rate from active cardholders
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Non-User Community Make-Up
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*16% of respondents held more than one library card
Non-Cardholder Likelihood of Obtaining a Card in the Next 12 Months
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Most Important Attributes - Active
Adult printed materials collection (60%)Hours of operation (43%)Audio/visual collection (33%)Helpfulness of staff (26%)Availability of parking (20%)
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Other Key Respondent Demographics62% have children living in the home55% are employed full or part time56% Caucasian, 30% Asian, 12% Central
Asian/Indian78% have bachelors degree or higher78% voted in the last Presidential electioniPhone most popular smart phone (16%)
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Books Read in Past Year
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Emerging Data TrendsReadership strongest driver of library use,
though not a perfect correlationFamilies with children dominating library
users, although still a minority of the overall population
The role and use of the library appears narrowly defined
Variances by community can be seen
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Harford County Public Library Strategic Plan History
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2005 201
0
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Data Data CollectionCollection
Strategy Strategy DevelopmentDevelopment
Transition & Transition & ImplementatiImplementationon
Monitoring & Monitoring & AdjustmentAdjustment
Step 1: Review Future Step 1: Review Future Assumptions AnnuallyAssumptions Annually
Step 2: Monitor Step 2: Monitor Accomplishment of Accomplishment of Strategies AnnuallyStrategies Annually
Step 3: Review Step 3: Review Accomplishment of Goals Accomplishment of Goals Every 3-5 YearsEvery 3-5 Years
Step 4: Adjust Strategic Step 4: Adjust Strategic PlanPlan
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It is a Refreshed 2005 Plan
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2005: To provide access to information and promote the love of reading in the community.
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2010: Connecting people to information and promoting the love of reading in the community.
2005: 1.Library Services2.Funding and Resources3.Technology4.Marketing5.Innovationin the community.
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2010: 1.Library Services2.Advocacy 3.Resource Development
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Beyond the Bookmobile . . .
Questions?
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Contact Information:
Melinda Cervantes, Executive DirectorSanta Clara County Library (CA)
408-293-2326, [email protected]
www.santaclaracountylib.org
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