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Leadership and the Nimble Organization: Vital Skills for Success. Carol Avery Nicholson President, AALL Presentation for the 12 th North Carolina Serials Conference April 4, 2003. The Will to Govern Well.

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Leadership and the nimble organization vital skills for success

Leadership and the Nimble Organization: Vital Skills for Success

Carol Avery Nicholson

President, AALL

Presentation for the 12th North Carolina Serials Conference

April 4, 2003


The will to govern well
The Will to Govern Well

  • Glenn H. Tecker, Jean Frankel and Paul D. Meyer. The Will to Govern Well: Knowledge, Trust, and Nimbleness.ASAE Foundation, 2002 ?


Knowledge
KNOWLEDGE

  • Knowledge is a fundamental component of effective leadership.


Trust
TRUST

  • Trust is essential to gaining support


Nimbleness
NIMBLENESS

  • The ability of the organization to seize opportunities (Tecker, et al.)


Nimbleness1

Requires an organization to think about accomplishing goals and…

Focus on accomplishing

the right goals

at the appropriate time

for the right reasons

NIMBLENESS


Nimbleness2
NIMBLENESS

  • How does this relate to serials?


Knowledge1
KNOWLEDGE

  • Serialists must have extensive knowledge of

  • Changes in the publishing industry

  • Multiple formats

  • Multiple languages

  • Publication patterns

  • Complex holdings data, etc.

  • Organizational flow


Trust1
TRUST

  • Public services

  • Patrons

  • Vendors

  • Standards experts

  • Colleagues


Nimbleness3
NIMBLENESS

  • To accomplish goals

    • Focus on the right activity

    • At the appropriate time

    • With the expected result


The nimble organization
The Nimble Organization

  • Daryl Conner. “Building and Leading the Nimble Organization” http://www.odrinc.com/inter/news/iwgc.htm


The nimble organization1
The Nimble Organization

  • An association, such as AALL, that is complex and highly developed, needs to remain nimble

  • To respond to constantly changing dynamics and

  • To influence and shape the course of change.


The nimble organization2
THE NIMBLE ORGANIZATION

  • Remain an open system

    • keep people and things in an unending growth-and-renewal mode

  • Increase the enterprise's absorption limits

    • be proactive

  • Press the envelope of boundaries

    • introduce as many important changes as possible without overextending your resources


The nimble organization3

Leadership requires COURAGE

to take calculated risks

Constrained organization

The Nimble Organization


Constrained organizations

Leaders try to direct and predict events

Become paralyzed by routine

Fear changing course

Doggedly pursue a course of action in the face of failure

Managers try to stifle innovations

“We’ve always done it that way”

Refuse to learn new software enhancements

Hang on too long to paper routines

constrained organizations



The will to govern well2
The Will to Govern Well

  • Nimble organizations tolerate risk

  • Nimbleness needs boundaries wide enough to seize opportunities.

  • Nimbleness is enhanced by technology-enabled methods of work                   


The will to govern well3
The Will to Govern Well

  • Ensure that …the right expertise is in place to support a culture of nimbleness.

  • Experiment with new methods of work, community, and involvement.

  • Move from being power-driven to become value-driven.

  • Develop a unique service niche


The nimble serialist

Middle Management

Serials Expertise

Project Management

Embracing Change

Teamwork

Technological expertise

The Nimble Serialist


The nimble serialist1
The Nimble Serialist

  • Knowledge

  • Trust

  • Nimbleness



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