Library Leadership and Management 图书馆领导与管理

Library Leadership and Management图书馆领导与管理 Paula Kaufman 波拉考夫曼 2011

Leadership 领导力 Doesn’t rest on a title 不只是一个头衔

领导之艺术 管理之学问

Leadership vs Management领导力与管理力 • Leadership – directly and indirectly influencing people to cause change • Management – effective utilization of resources to achieve organizational goals • 领导力：直接或间接地通过影响人而引发改变 • 管理力：有效利用资源实现组织目标

Think About Library Leaders and Managers You Know反思你所了解的图书馆领导人员 • What attributes did they have?他们有什么特点？ • What did they do that you admire?你认可他们做的什么？ • What did they not do or do badly?他们忽略了什么？在哪些方面做的不够好？

Politics职场政治 • Always present 始终存在 • Rarely understood fully 鲜少充分理解

Seasoned Leaders Say:资深的领导人如是说： Fundamental change is more likely through effective leadership than management 重大改变一般都是来自有效的领导而非管理

Seasoned Leaders Say:资深的领导如是说： Effective leadership can change the culture of an organization, management cannot 改变团队文化的是有效的领导力而非管理

Seasoned Leaders Say:资深的领导如是说 Effective leadership is based on values 价值观是有效的领导力的根基

Seasoned Leaders Say：资深的领导如是说 What makes you successful is how you treat people 成功来自于待人的方法

Leaders instill in their staff hope for success and belief in themselves. Positive leaders empower people to accomplish their goals 领导者带给员工自信心和对成功的希望. 正面的领导者能激励员工去实现目标

愿景使命价值观

Vision 愿景 • Key to an organization thriving in the future 一个组织繁荣发展的关键所在

Shared Vision共同的愿景 • Leader’s responsibility is to build a shared vision, which requires领导者的责任就是树立一个组织共同的愿景,这就要求: • Articulating a vision 清晰地阐述这个愿景 • Listening to input from staff and others 细致地听取员工的意见和反馈 • Reshaping and restating vision based on input 在员工意见的基础上修改和调整这个愿景

Mission 使命 • Central to the life of the institution一个组织的核心生命力 • Enhance institution’s mission by providing and stewarding collections and content and by offering a wide array of services 通过组织管理馆藏，提供广泛的服务来加强使命感

Typical U.S. Academic Library’s Mission典型美国学术型图书馆的使命 • Enhance institution’s goals 强化学院的目标 • Ensure unfettered access to information 确保最开放的信息渠道 • Provide expertise 提供专门知识 • Be an information and knowledge broker 成为信息和知识的经理人

Values 价值观 • Kinds of standards of behavior used to realize vision and fulfill mission 实现愿景，完成使命的行为标准 • Basis of guidelines and expectations of employee behavior员工的行为准则

Samples of A Library’s Values图书馆价值观实例 • Excellence in everything we do 精通业务 • Be a nimble and adaptive organization 做一个灵敏而有适应性的组织 • Provide services that advance users’ endeavors 提供服务为用户助一臂之力

Sample of Librarians’ Personal and Institutional Value图书馆员个人价值和组织价值实例 • Protect users’ privacy and freedom of thought and expression • 保护用户的隐私及思考和表达自由

用长久的自由去换取暂时的安全的人,既不配拥有自由也不配拥有安全.用长久的自由去换取暂时的安全的人,既不配拥有自由也不配拥有安全. -- 本杰明弗兰克林 “

Balance Security with Liberty平衡安全与自由 别监视我

Leading Any Organization领导一个组织 • Learn and understand the culture of the institution and the library • Understand the values of the institution and the Library • 了解该组织/图书馆的文化 • 理解该组织/图书馆的价值观

Leadership Challenges领导力的挑战 • Effectiveness and relevancy • Territoriality • Morale • Financial resources • Political position • 效率和相关性 • 范围 • 民心 • 资金 • 政治环境

Importance of Organizational Structure组织结构的重要性 • Clarifies reporting relationships • Establishes authority • Facilitates communication • Sets basis for change processes • 责任制明确 • 确立权威 • 交流畅通 • 改革的基础

Know Yourself自我认识 • Why did you take the position? • What is your decision style? • What are your strengths? • What do you fear most? • How will you measure success? • How will you stay fresh? • 你为何受命该职位? • 你是如何做决定的? • 你的强项是什么? • 你最担心什么? • 你怎样定义成功? • 你怎样自我调整，保持精神饱满？

ATTITUDE MATTERS态度的重要性 • Positive, supportive, empowering – share information and engender trust • Reduce conflict and competition by role modeling respect • Communicate values and principles that characterize how you will function through examples • 积极正面，鼓励性，增加自主权 --- 信息共享，互相信任 • 合理分工，减少冲突与竞争 • 通过实例和同仁交流你的行事准则

ATTITUDE MATTERS态度的重要性 • Distinguish criticism from critical analysis - “blame and complain” • Don’t overreact – people have opinions and different personalities • Don’t put off difficult decisions • Rumors are important to understand and address • 区别“批评”和“批评式分析”： “责备和抱怨” • 不要反应过激：每个人有不同的声音和个性 • 不要拖延艰难的决定 • 理解流言，处理留言

Articulate a Clear Vision阐述清晰的愿景 • Identify barriers and facilitators for achieving the vision • Include key individuals that who will support change • Begin consensus building and unit refinements of the vision • Build shared vision with deliberate speed • 明确在实现愿景的过程中的有利和有碍因素 • 明确其中的关键人员 • 尽快达成共识，统一愿景设计 • 从容地建立起共同愿景

Articulate a Clear Vision阐述清晰的愿景 • Reward behaviors that contribute to achieving the vision/goals/values publicly • Link individual goals to group goals • Facilitate collaboration • 公开地褒奖为实现整体愿景/目标/价值的行为 • 把个人目标和集体目标联系起来 • 促进合作

Dealing With Resistors协调不配合的人事 • Spend time to understand their concerns • Define consensus clearly & make decisions transparent • Do not empower their position • Make true merit decisions • 花时间去了解他们的顾虑 • 明确共识，决定透明化 • 不要赋予他们权力 • 做出正确的决定

Two Important Keys to Success成功的两个关键因素 • Maintain an open mind • Find a mentor • 思想开放 • 良师导航

What is a Mentor?何谓良师？ A mentor helps you • Set long-term goals and short-term objectives • Explore new directions to achieve goals • Identify personal strengths and weaknesses • Make career-worthy contacts and engagements 良师可以帮助你： • 设定长期方略和短期目标 • 开拓新方法来达成目标 • 认识人事资源的强项与弱点 • 建立有职业价值的人际关系

Some Ways to Stay Fresh保持与时俱进的方法 • Read reports and other materials • Talk with staff • Familiarize yourself with institutional processes • Identify issues, aspirations, concerns, perceptions • 阅读报告及其他材料 • 与员工交流 • 熟悉组织内部流程 • 了解员工的问题，志向，顾虑和立场

A Leader is a Coach for all Staff领导者是员工的教练 • Good staff are key to meeting library’s goals • Determine best ways to involve staff in setting and meeting goals • Measure performance objectively against progress towards goals • 优秀的员工是实现图书馆的目标的关键 • 选择最好的办法使员工加入到目标的设定和实现中来 • 在实现目标的过程中客观地评价员工的表现

Encourage Leading From One’s Seat鼓励自主领导 • Leader’s job is to make employees feel empowered • Leader makes sure it’s ok for employees to fail • Employees must know their role and what they’re accountable for • 领导的工作是要让员工感到有权利 • 领导要确保员工是可以失败 • 员工要明白自己的职责

The Long Haul任重道远 • Talk to colleagues holding similar positions • Try to be fully informed before making decisions and remain transparent • Remember what is said and what is heard might be different • Suspend negative judgments as much as possible • 与员工站在同一立场上交谈 • 在了解全局的情况下作决定，并且做到透明性 • 谨记所说与所听常有出入 • 尽量停止负面判断

THE LONG HAUL任重道远 • Role model desired behaviors • Cultivate distributed leadership through influencing others’ decisions • Don’t worry about who is getting credit – celebrate together • Challenge yourself and others to “figure out a way to get there” • 表率行为 • 影响同仁的决定，培养他人的领导力 • 不论是谁的功劳，大家一起庆祝 • 挑战自己和同仁们“找到一个办法达到目标”

THE LONG HAUL任重道远 Distinguish temporary setbacks from the need to revise goals • Communicate • Encourage & support • Revise methodologies & processes Identify potential leaders and create plan to develop their skills 区别暂时的挫折和修改目标的必要交流鼓励与支持修改工作方法和工作流程发现有领导潜力的同仁，创造机会去发展他们的才能

EVERYTHING IS INTERCONNECTED事事相关 • Management decisions are financial decisions and vice versa • Library services • Recruitment/retention • Fund-raising • 管理决定就是财政决定，反之亦然 • 图书馆服务 • 雇用新人 • 融资

Enjoy the Difference You Are Making! 享受你创造的新环境吧

Your Success as Leaders is Measured by the Success of Others领导者的成功由他的团队中其他人的成功来衡量Create an environment that fosters achievement创造一个可以缔造成就的团队氛围

Library Leadership and Management 图书馆领导与管理