1 / 20

The Advancing Public Library Leadership (APLL) Institute:

The Advancing Public Library Leadership (APLL) Institute:. Launched by SOLS in the fall of 2008, with assistance from an LSDF grant from the Ministry of Culture In response to a training needs assessment conducted in 2006 The growing complexity of the environment in which libraries operate

abedi
Download Presentation

The Advancing Public Library Leadership (APLL) Institute:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Advancing Public Library Leadership (APLL) Institute: • Launched by SOLS in the fall of 2008, with assistance from an LSDF grant from the Ministry of Culture • In response to a training needs assessment conducted in 2006 • The growing complexity of the environment in which libraries operate • New cycle starts in September 2010

  2. Program Design: • A two year certificate program blending online learning with 2-day classroom sessions twice a year • A strong focus on peer learning, going through the program as a cohort, learning together and from each other

  3. Program design (cont’d): • Public library community engaged as course reviewers, project evaluation team, mentors, role models, etc. • Courses developed and delivered by experts in the public library, municipal and not-for-profit sectors • Courses include Strategic Financial Management, Staff Development, Planning, Developing a Healthy Board CEO Relationship, Succeeding in the Municipal Environment

  4. Program design (cont’d): • Participants are also required to undertake local library projects; something of concrete benefit to the library; projects evaluated by 3 library practitioners • Other leadership topics explored during classroom sessions, eg. creative thinking, intelligent decision making, True Colors, change leadership, etc. • Program endorses a practice based approach to leadership, promoting 9 leadership practices

  5. APLL leadership practices:

  6. APLL Interest in APLL program Buzz in library world Suggested by mentor Workplace encouragement

  7. APLL Participants Libraries across Ontario Range of management experience Varying aspirations

  8. Intensives Offered a vibrant community of practice Opportunity to share best practices Discuss issues -> Finding solutions Building a community

  9. Projects – Year 1 and Year 2 Guided by CEO to find an appropriate project Year 1 - Plan Year 2 - Implementation

  10. Organizational Commitment MCL employs best practices Organization is using APLL as a tool Support from organization Created a culture!

  11. Reflection and Development APLL vs. Northern Exposure to Leadership Program Longitudinal leadership development Opportunities for reflection

  12. Working Together Opportunity for discussion and collaboration Mutual support for projects and ideas Contrast of leadership techniques

  13. Overall Commitment Hours spent at work Hours spent at home Approach to work Benefits the library as well as ourselves

  14. What has APLL done for us…

  15. What we know about leadership development: • It happens best when it’s understood as a process that is collective, contextual and continuous • There is a correlation between leadership and learning and an environment conducive to leadership development and a learning organization; leadership can even be understood as the capacity to learn your way out of unforeseen situations • It requires a balance of challenge and support

  16. What we know (cont’d): • A practice of critical reflection is crucial to leadership development • Conversation is a powerful means of cultivating leadership at every level of the organization • Leadership development is both an organizational imperative and a personal responsibility

  17. Organizational strategies: • Conversation aimed at generating an organizational understanding of leadership • An organizational commitment to learning individually and collectively • Coaching • Mentoring • Job shadowing/ exchanges • A variety of training and development (build in opportunity to reflect on learning) • Special projects

  18. Personal practices: • Take responsibility for your own development • Get good at reflecting on and learning from your own experiences (good and bad) • Present yourself as worthy of mentoring and seek out mentoring relationships • Seek out peers with whom you feel comfortable learning and sharing perceptions, experiences, etc. • Adopt a framework that allows you to see your own progress, eg. APLL practices/ self-assessment • Cultivate your own sense of purpose and commitment to that purpose

  19. To paraphrase Lao Tzu, ‘the wicked leader is he whom the people despise. The good leader is he whom the people revere. But the great leader is he of whom the people say, ‘We did it together.’ Co-creation is the process of leaders and employees working together to build a supportive environment. Gretchen M. Spreitzer

More Related