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Lisa Janicke Hinchliffe Undergraduate Library University of Illinois at Urbana-Champaign

Toward Transformation: Using Staff Reflections on Organizational Goals, Culture, and Leadership for Organizational Assessment and Development. Lisa Janicke Hinchliffe Undergraduate Library University of Illinois at Urbana-Champaign.

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Lisa Janicke Hinchliffe Undergraduate Library University of Illinois at Urbana-Champaign

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  1. Toward Transformation:Using Staff Reflections on Organizational Goals, Culture, and Leadership for Organizational Assessment and Development Lisa Janicke Hinchliffe Undergraduate Library University of Illinois at Urbana-Champaign

  2. Staff in an organization have a wealth of experiences, observations, and ideas related to organizational goals, culture, and leadership but may not have the opportunity to contribute their perceptions and reflections or may not feel comfortable doing so. Using the Undergraduate Library at the University of Illinois at Urbana-Champaign as a case study, this session will present a process for surfacing such ideas and thoughts and then aggregating them into an action process for defining the future of the organization, establishing strategic goals and priorities, and implementing action plans to create a vibrant future and staff buy-in to organizational success. Included will be discussion of the role of the leader, team building, communication and trust, and the importance of the human dimension in assessing organizational culture and taking action on assessment findings. Session attendees will have the opportunity to discuss possible adaptations of the approach as well as possible barriers to conducting a similar assessment and/or using the results.

  3. Campus Context + Impetus • New Provost + Strategic Initiatives • “Journey to Transformation” • RTG (Renewal and Transformation Group) Consultants and Processes* • Always (Uniquely) Illinois Culture • UGL Leadership Transition • Lisa’s Philosophy: Ask for What You Want! * The Great Gift

  4. RTG Key Terms Renewal is all about re-focusing and re-energizing the organization on those things that made it great in the past. Transformation is all about focusing on the human dimension to create a new organizational culture to achieve high-performance teamwork at all levels.

  5. TEAM BASED CULTURE • Collaboration is “A Way of Life” INTERDISCIPLINARY TEAMS INITIATIVE TEAMS • Teams/Committees OrganizedAround Research, Education and Outreach Themes • Teams/Committees Organized Around Specific Goals for the College, School or Department FOCUS GROUPS • Engage Constituents in Identifying and Resolving Issues • Leadership Increases Focus on Human Dimension and Relationship Building ENGAGEMENT • Prepare Leadership for Transformation • Conduct PFT Surveys • Develop Leadership Teams Cultural Transformation to Create a High Performance Organization The Journey

  6. Action Vision Resources Skills Incentives + + + + TRANSFORMATION Plans Action WITHOUT Resources Skills Incentives + + + CONFUSION Plans VISION WITHOUT Vision Resources Skills Incentives + + + FALSE STARTS PLANS Action WITHOUT Vision Skills Incentives + + + Plans RESOURCES FRUSTRATION Action WITHOUT Vision Resources Incentives + + + Plans SKILLS ANXIETY Action WITHOUT TEMPORARY Vision Resources Skills + + + Plans INCENTIVES TRANSFORMATION Energize Convey Stimulate Create Improve Self Individuals Confidence Excitement Urgency Worth and Team Key Transformation Steps OUTCOME INTERNALIZING THE HUMAN DIMENSION = CULTURAL TRANSFORMATION ©Renewal & Transformation Group, 2006

  7. Emerging University Culture • Characterized by “High Performance Teamwork”. • First recognized as needed for interdisciplinary research grants. • Will be required to solve some current and future complex problems. • Will require new roles, responsibilities, boundary conditions and rules. • Requires “Individual excellence” and “Leadership skills” and “High performance teamwork”.

  8. What is a Team? The most distinguishing characteristic of a high performance team is that its members have, as their highest priority, the accomplishment of team goals.

  9. Characteristics of High Performance Teams • Information: flows freely up, down, sideways • People relationships: flexible, trusting, supportive, respectful • Diversity: valued, appreciated • Conflict: regarded as natural, helpful • Atmosphere: participative, high energy • Decisions: synergistic or at least by consensus

  10. Teamwork is built on three factors*: • A compelling purpose*(requires agreement on the approach and goals) RTG • Crystal clear communication*(requires face to face resolution of issues,openness to give and take constructive feedback) RTG • A code of commonly held values*(integrity/trust/respect holds the team together) RTG *Rick Warren, Author of “The Purpose Driven Life”

  11. Leadership Readiness • Goal is Renewal/Transformation Capacity • Leadership From Within Organization • RTG Facilitating/Educating • Executive Leader Readiness and Commitment • Leadership Team in Place/Development

  12. The Knowledge Within The people who work in an organization continuously observe, analyze, and judge it. They know. Do we ask?

  13. Questions • What are the top three key issues facing the Undergraduate Library today? • What does it take for the Undergraduate Library to be successful five (5) years from now? • If you had all the votes, what three changes would you make the highest priority to implement? • What are the strengths and weaknesses of Undergraduate Library’s leadership, Lisa Hinchliffe? • The following questions are of specific interest to Lisa Hinchliffe: • What are three things that would help you be more successful in your work at the Undergraduate Library? • Given your talents and skills, what roles would you like to have in improving the Undergraduate Library? • Is there anything we have not covered in the previous questions that you would like to address?

  14. Themes – Issues and Key Factors • Human Resources • Culture & Environment • Communication • Leadership & Vision • Facilities & Technology • Budget • Training Depth of Qualitative Data

  15. Problem-Solving Teamwork Service Culture Mentoring Themes – Desire to Contribute

  16. “Focus Groups” and Action Teams • Vision and Mission • Communication • Values Two All-Day Staff Retreats: Intense Work and Play With Follow-Up Teams

  17. Undergraduate LibraryVision StatementFostering and promoting an inviting, innovative and evolving educational environment for the inquiring minds of the University of Illinois through the expertise of our professional and knowledgeable staff who develop and maintain our preeminent collections, facilities and services.Mission StatementThe Undergraduate Library will encourage engagement with information and technology in its various forms, reinforce the value of collaborative inquiry and work, create new opportunities for community interaction, and support first and foremost undergraduate students so they adjust to and succeed at the University of Illinois and beyond.

  18. Core ValuesOur core values are our guiding principles.  They guide us to carry out our mission and envision our future.  Embracing excellence, growth, and respect, we believe in:Integrity. We value integrity, honesty, and truth in our work and actions. We support the principles of intellectual freedom.Service. We value service at the highest level. We strive to provide quality, responsive service to all of our constituents. We take pride in the service level and productivity of our staff. Education and Learning. We value education and learning and are partners in the educational lives of our students. We are committed to fostering life-long learners and providing the necessary physical, virtual and human resources to nurture inquiry and learning.Teamwork. We value a work environment that supports teamwork, creativity, and cooperation. We believe communication is key to our teamwork. We are committed to the library’s mission and value respect for social and cultural diversity. Innovation. We value innovation. We are adventurous and original. We seek innovative practices and services that benefit our students and faculty and contribute to the larger library community.

  19. Next Steps • Finalize communication plans (internal and external communication)

  20. Key Principles • Generated from all staff for all staff • Leader is open and values contributions • Leader as team sponsor, not member • Leadership team validates/affirms • Feedback loops • staff to leader • leader to staff • Organizational culture fit (yes, but…)

  21. A Fluke? Nagging Questions … • Without consultants? • Not time of leadership change? • Without library-level process? • Implementation began without finalized plan? • Become routine/way of life? • Possible adaptations? • Overcoming barriers?

  22. Questions, comments, challenges, or … ?Lisa Janicke Hinchliffeljanicke@illinois.edu

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