Leadership Development
in Action
Changing Lives, Changing Libraries
Jerilyn Veldof
University of Minnesota
“We’ve done
something game
changing to focus
on leadership.”
Wendy Pradt Lougee
Erik at 9:07 -
Ryan at 5:50 -
What’s your
Growth vs Fixed Mindset by Matthew Metoyer, YouTube
Fixed mindset
Growth vs Fixed Mindset by Matthew Metoyer, YouTube
Build a vibrant leadership culture in
the University Libraries.
Develop current and emerging leaders
at all levels of the organization.
Overall Goal:
Strengthen the University Libraries’
ability to be effective and successful by
preparing and supporting current
and emerging leaders at all levels.
digital humanities
metrics and impact
management and curation
data literacy (student/faculty focus)
data visualization
geospatial data
media literacy
information literacy
Special collections
New models (e.g.,
DDA, approval
plans, collective
collection, one
institutional repositories
content mashups/containers/publishing
digital collections/libraries
And then... the projects
….the committees
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
And more projects and committees….
Impact of “Under Management?”
“I’ve never met an effective
leader who wasn’t aware of
his talents and working to
sharpen them.”
- Wesley Clark
Former NATO Supreme Allied Commander
12 in each
cohort from
across the
❏ Complete assessments
❏ Get coached on the results
❏ Get coached through an Individual Development
❏ Work with a peer coaching group on plan and
“I think we create the world we live in
everyday for ourselves. This program
provided the steps and structure to define
what we want and how to achieve it. In
turn, this institution created a group of
individuals who are positive-thinking,
forward-directed and confident and they
are bringing that approach to work with
them everyday.” – Program participant
“When I started the program I was 3 years
as a librarian and at a personal crossroads...
That was a time when I was kind of
making a reevaluation about whether I
should stay here or not. I think it was this
program and working with the coach about
what is the best, most rewarding ways I
can work here and continue on [that
helped me commit to staying].”
“Maybe traditionally here you don't always
receive a lot of meaningful feedback. You
may get some feedback about a task you're
performing, but that's once a year. But I
really received meaningful feedback on the
360. My supervisor wrote some extremely
insightful comments. My coworkers’
perspectives I never had access to before.
And then there was the coach who
pointed out what to focus on.”
IDP supervisors...
“What I have noticed about the employee is
that she is more confident in herself and
her abilities. She is building new
relationships with people outside her
department. She is maturing and becoming
a great asset for the Libraries as she
enriches herself by expanding her skill set
and identifying personal long term goals.”
IDP supervisors...
“She has learned not to take feedback
personally. That often got in the way
of her development in the past.”
“She certainly has gained confidence in
her interactions with others.”
“More poise and confidence. Reasoned
approaches to decision making.”
IDP supervisor issues/concerns
“It is difficult for me to tell whether
any change/difference was 'caused' by
the IDP because so many things have
changed in the staff position.”
• “Attendees do seem to appreciate the effort,
so there is some worth to it.”
• “This program provides an awareness of
strengths and weaknesses and some tools to
start down the road.”
• “… it clearly reinforced his efforts, and he
reported great satisfaction with the
Total cost per person:
$650 - $875*
(depending on how much
cooaching they use)
*plus my time
Emily at 6:37 -
Erik at 10:48 -
For everyone
who supervises
Semester-long, half-day
immersions into core
supervisory skills
Total cost per person:
*plus my time
For Directors
Open, unfettered lunch time
discussions on topics the directors
deem important and timely.
• “Provided a very good framework for
discussing openly about several areas relating
to management and navigating Libraries
operating methods.”
• “This group provided me with very useful
suggestions and insights in coming new into
this organization and how to understand and
act on the role of Director. I have been able to
bring topics to these discussions in order to
learn best practices and approaches.”
• “It's a rare opportunity to talk over
things with some directors that I only
see in LLC, when there's no time for
conversation. Shared issues can and do
emerge and we can share advice, talk
strategy, etc.”
• “Without the lunch there's really little or
no opportunity to connect with some
people in other departments outside my
“The biggest advantage to attending has
been hearing that others are experiencing
similar issues, such as our discussions
around the job family class, performance
reviews, etc. … to hear from the other
divisions' directors is really insightful to
see how all are affected and how others
are dealing with situations.”
Total cost per person:
*plus my time
For managers
Year-long peer coaching
• “Useful suggestions on how to confront
communication or disciplinary issues with
staff. Just having a sounding board has
been helpful.”
• “Hearing different perspectives on handling
issues from group members. Getting advice
from them were helpful. Just having an
opportunity to talk to some one who has no
buy-in either way helps.”
• “It was helpful to talk through issues with
people not associated with my area
providing neutral feedback.”
• “My peers have been with the Libraries
for a long time. They were able to
illuminate the history behind current
organizational dynamics which was
important to learning "the unwritten
rules" of the organization.”
Total cost per person:
*plus my time
Grand total for all
$7,800 - 10,580*
*plus my time
What is your library’s
[current] investment
in staff development?
Approximate cost of central
development funds per Libraries
staff member
Not including
FY 2011-2012
26% of the Library staff
per individual request
Not including
Total spent in private
sector per person?
ASTD 2013 State of the Industry report
Total cost per Library staff:
including leadership
*plus my time
Not including
Do you have a
development plan?
• What job-related skills will you need a
year from now? 3 years from now?
• What do you need to learn now that will
make the biggest impact on your
success in your current role?
Leadership is an identity,
not a position.
“In the first announcement that
came out it said we're not
looking for just supervisors or
people who want to be
supervisors. It was for leaders
from where they're at.”
“My first reaction when I heard
about this [program] was if this
was just another “identify the
usual suspects,” forget it. But
then I said no, I have a shot at
this and i'm going to give it a
If you could design the
perfect leadership
development program,
what would it look like?
Why don’t you?
Your Challenge
* Cultivate a culture of leadership
* Build a growth mindset
* Use, adapt our’s or invent your
own leadership programs
* Host one yourself!
Join an online
development program
Overview of Programs
● [email protected]

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