1 / 59

It Takes A Leader To Be Strategic

It Takes A Leader To Be Strategic. 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. Leadership Is.

leola
Download Presentation

It Takes A Leader To Be Strategic

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. It Takes A Leader To Be Strategic From Challenges to Champions Arizona State Library Leadership Academy May 19, 2010

  2. What is a Leader? "The leader's job, after all, is not to provide energy but to release it from others." -- Frances Hesselbein

  3. 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

  4. A Working Definition of Strategy: “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

  5. 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 “strategicthinkingculture.” • Continued Measurement – Achievement is assessed at the right levels and at the right times. • Celebrate Success – Includes recognition of accomplishments.

  6. 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.

  7. ANNUAL CONTINUOUS REVIEW ADJUSTMENT Four Planning Horizons 10+ 5 3 2 1 year Action Planning Strategic Planning Critical Factors Envisioned Future* Annual Strategic Plan Review Priority Setting Program Planning Action Planning Value Proposition Goals Objectives Strategies Operational Strategy Core Ideology* Scan Conditions, Trends & Assumptions Mega Issues Strategic Principles Big Hairy Audacious Goal Vivid Description Core Purpose Core Values * Adapted from Built to Last, Collins and Porras

  8. Cardholder Analysis • Usage trends • Demographics • Lifestyles and behaviors • Market Analysis • Historic and anticipated growth • Competitive • Ethnographic Research • Key Findings and Segmentation Data Collection Strategy Development Transition & Implementation Monitoring & Adjustment

  9. “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.” 

  10. Service Continuum Community Service Organization Information Repository Customer Search Assistance Subject-Matter Expertise Popular Collection Research Collection 10

  11. The Impact • Leaders must proactively select the position of the library on each continuum • Where library falls on these continuums influences a variety of factors • Brand • Customer base • Marketing mix • Service offerings and programs • Collections • Facilities Design 11

  12. The Role of Data in Leadership • Up front investment in data collection provides key benefits to strategic action: 1. Removal of assumptions 2.Accurate understanding of the market, operations, and audiences 3. Identification and testing of potential differentiators 4.Confidence in proactive positioning 12

  13. The Role of Data in Leadership • Audience 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 13

  14. 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 14

  15. Cluster Development Knowledge Creation 15

  16. External Enthusiasts Julie and Michelle • City: Cupertino • Age: 41 • Marital Status: Divorced • Presence of Children: One Child • Income: $125,000 • Education: MBA, Stanford University • Occupation: Certified Public Accountant • Library Use: Frequent User • SCCL Card Likelihood: Medium

  17. Clustering: A New Point of View Location Family Programming Homework Help Collections Friendly Staff

  18. Strategic Planning Impact:Opportunity Analysis 18

  19. Strategic Planning Impact:Cluster Prioritization 19

  20. Engagement Model 20

  21. Environmental Scan • Conditions • Trends • Assumptions about the future • Core Ideology • Core purpose • Core values • Envisioned Future • Vivid description –external vision • Big audacious goal – internal vision • Goals & Objectives • Assessment • Model of excellence • Core competencies • Program portfolio • Infrastructure • Strategies & Priorities Data Collection Strategy Development Transition & Implementation Monitoring & Adjustment

  22. Planning Basics: Goals, Objectives, Key Measures and Strategies • 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…

  23. Santa Clara County Strategic Planning Process

  24. Our Vision An invaluable resource for information, entertainment & ideas • Convenient, easy-to-use, technologically adept • Services for traditional and non-traditional Library patrons • Physical and virtual access to resources • Committed to professionalism, collaboration, communication, innovation • Enthusiastic community support

  25. Planning Process Influencers Governing Board • Library Stakeholders • Staff • Public

  26. Planning Process Challenges • Board Support and Funding of Strategic Planning Process • Staff Buy-in • Library Stakeholders/Public Engagement • Capacity

  27. Envisioned Future 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 it will be like to achieve the Big Hairy Audacious Goal  Painting a picture of the vision

  28. Big Hairy Audacious Goal (BHAG) Our Ambitious Goal: The most Library cardholders (per capita) in the U.S.

  29. Our Strategic Planning Process 4-6 Months • Library leadership commits to developing new leaders in the organization • Issue RFP, award contract to Paul Meyer, Tecker Consultants • Planning process executed

  30. Almost Done! 6 months • Library stakeholder presentation • Staff development day workshops • Consultant report to Library governing board, stakeholders and leadership

  31. Planning Achieved! 3 Months • Consultant report accepted by the Board • Development of public/marketing publication • Board approves funding for market segmentation survey of Library non-cardholders

  32. Published for Distribution

  33. Our Ambitious Goal and Vision

  34. Our Planning Process and Strategies

  35. Our Core Purpose and History of Service to the Community

  36. Governing Board Recognition

  37. Beware Skipping Steps! • Staff team meetings • Focus groups in community • Interviews by telephone • Telephone survey • Staff as focus groups • Regular Board updates on progress

  38. Create a Buzz! • Launch survey results on website, blog • Present at Board, Friends, Foundation, City Council and Commission Meetings • Host workshops in each community (there are seven) to dig into the data • Target market strategies using clusters • Engage all staff in achieving strategies

  39. Where Do We Go From Here? • Survey current users to capture the whole picture • Organize team leaders to focus on “low hanging fruit” in each community • Increase library cardholdership by 5% per year • Achieve BHAG by 2013

  40. Step 1: Receive Approval Step 2: Create Communication Strategy Step 3: Conduct Action Planning Step 4: Re-prioritize Step 5: Adjust Budgets and Operational Plans Step 6: Begin Implementation Data Collection Strategy Development Transition & Implementation Monitoring & Adjustment

  41. Methodology Objective: 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 research English, Spanish versions of survey Responses segmented by active, inactive cardholders 16,014 Included Responses 9.2% response rate 14.3% response rate from active cardholders 41

  42. Non-User Community Make-Up *16% of respondents held more than one library card

  43. Non-Cardholder Likelihood of Obtaining a Card in the Next 12 Months

  44. Most Important Attributes - Active 44 Adult printed materials collection (60%) Hours of operation (43%) Audio/visual collection (33%) Helpfulness of staff (26%) Availability of parking (20%)

  45. Other Key Respondent Demographics 45 62% have children living in the home 55% are employed full or part time 56% Caucasian, 30% Asian, 12% Central Asian/Indian 78% have bachelors degree or higher 78% voted in the last Presidential election iPhone most popular smart phone (16%)

  46. Books Read in Past Year 46

  47. Emerging Data Trends 47 Readership strongest driver of library use, though not a perfect correlation Families 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

  48. Harford County Public Library Strategic Plan History

  49. 2005 2010

More Related