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Change Management Resource Portal: Directors/Supervisors

Change Resources for Library Directors/Supervisors

  • LEADERSHIP: Directors/Supervisors have the LEADERSHIP skills to get their staff through disruptive change.

  • ORGANIZATION skills are critical to getting staff prepared for any change.

  • STAFF RECOGNITION: Take time to celebrate after milestones and RECOGNIZE STAFF for their contributions.

  • TRAINING: We know that when people feel informed, they feel empowered so directors/supervisors should factor in time for staff professional development and TRAINING.

Leadership for Directors/Supervisors

RESOURCES

TECHNIQUES

  • Remember, we are not just dealing with a tech change. We are dealing with people! Set up the expectation that staff will be professional and respectful throughout the migration.
  • Work with excuse-makers and overthinkers to create short-term goals. This is a good way to make sure they are productive during a stressful change and not paralyzed by analysis-paralysis.
  • Ask staff to write down their fears and put them in a mason jar. When the dust settles, open the mason jar and have them analyze what they wrote and compare it to the actual experience. Most of the time, they will see that their fears were not realized.
  • These steps provided by Kelly Krieg-Sigman, Director La Crosse Public Library:
    • Leaders must:
      1. Clearly communicate expectations
      2. Keep processes/ procedures simple
      3. Cultivate an environment free of judgment and criticism
      4. Provide a foundation through supportive attitude and ample training/ professional development
      5. Give staff time to prepare/ practice new tasks or expectations
      6. Willingness to let staff/ projects/ ideas fail (fail and learn something not fail because you do not care)
      Individuals must have:
      1. Imagination (see what could be, not what is)
      2. Flexibility (willingness to modify your viewpoints/ opinions)
      3. Ability to play (try new things)
      4. Sense of humor (especially about your own shortcomings)
      5. Patience
      6. Curiosity
      7. Problem solving
      8. Comfort with high levels of ambiguity (libraries are changing)
      9. Irresistible drive to learn and to serve (patron 1st mindset)
  • Steps for Leading Change:
    • Maintain a positive attitude about the change.  Re-focus on the benefits when negativity sets in.  Cite evidence of progress.  Use this to win over naysayers.
    • Identify the stakeholders—those who have high interest and/or high influence.  Those with high interest need to be kept informed.  Those with high influence need to be kept satisfied. Those with both high interest and high influence should be managed closely—these are your key players.
    • People respond best to self-imposed change – buying a car, going back to school, etc.  If the change is imposed by outside forces, especially by someone or some group they don’t trust, they are much more likely to resist the change.  They respond more positively if they have a say in the change.  Seek out their expertise and make sure they are involved in the appropriate implementation group.  Seek flexibility—avoid dictating that the change must be carried out in a certain way.
    • Look for signs that the person feels threatened by the change.  Perhaps they worry that it will redefine their job and they fear failure.  Or perhaps they think their job will go away.  Provide training to help them cope.  Discuss how the change will create new opportunities for them or will make their job easier.

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Organization for Directors/Supervisors

RESOURCES

Alma Training Plans: Each campus created a plan for training their staff. If you have access to the Alma wiki, consulting training plans of campuses similar to your own is a great way to organize your training efforts.

Alma Communication Plans: Each campus is creating a plan for rolling out communication to their local patrons. If you have access to the Alma wiki, consulting communication plans of similar UW campuses is a great way to organize your communication efforts.

TECHNIQUES

Directors/Supervisors need to think about how they will integrate change into STAFF GOALS. Here are some suggested phrases that could be used to get staff thinking about preparing themselves:

  • Become proficient in the xxxxxxx (cataloging, acquisitions, fulfillment, resource sharing) component of ALMA by the beginning of the fall semester.
  • Become skilled in the tools and resources that Alma provides by the end of the year.
  • Become adept at the new processes and rules that need to be followed with Alma and follow them with all transactions.

 

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Staff Recognition

We know how important it is to celebrate milestones and recognize staff for their contributions during any distruptive change. Below are some suggestions the Alma Change Management Working Group has established

Institution-based celebrations and recognition (provided by local directors/department heads):

  • One System, One Library celebration (celebrating the switch to ALMA sometime after go-live. Share photos on a wiki or in an e-newsletter?)
  • End-of-formal-training celebration (at the close of hands-on training)
  • Thank you cards (and chocolate or other small token) for:
    • Campus trainers,
    • Implementers,
    • Working groups and testers, and
    • Library departments for participation

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Training for Directors/Supervisors

RESOURCES

TECHNIQUES

  • Create and analyze the ILS wishlist features at the local campus that staff have accumulated over the years and demonstrate areas in which Primo/Alma will accomplish some of these things. This helps staff focus on the positive.

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