from challenges to champions arizona state library leadership academy may 19, 2010

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

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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

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“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

A Working Definition of Strategy:

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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 “strategic thinking culture.”

Continued Measurement – Achievement is assessed at the right levels and at the right times.

Celebrate Success – Includes recognition of accomplishments.

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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.

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EnvisionedEnvisionedFuture*Future*

CriticalCriticalFactorsFactors

StrategicStrategicPlanningPlanning

ActionActionPlanningPlanning

Big Hairy Audacious

Goal

Vivid Description

ScanConditions, Trends

& Assumptions

Mega Issues

StrategicPrinciples

Annual Strategic Plan Review

Priority Setting

Program Planning

Action Planning

CoreCoreIdeology*Ideology*

Core Purpose

Core Values

ValueProposition

GoalsObjectivesStrategies

OperationalStrategy

* Adapted from Built to Last, Collins and Porras

10+10+ 55 33 2 1 year2 1 year

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Data Data CollectionCollection

Strategy Strategy DevelopmentDevelopment

Transition & Transition & ImplementatiImplementationon

Monitoring & Monitoring & AdjustmentAdjustment

Cardholder AnalysisCardholder Analysis•Usage trendsUsage trends•DemographicsDemographics•Lifestyles and behaviorsLifestyles and behaviors

Market AnalysisMarket Analysis•Historic and anticipated growthHistoric and anticipated growth•Competitive Competitive

Ethnographic ResearchEthnographic ResearchKey Findings and Key Findings and SegmentationSegmentation

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“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.” 

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Research CollectionPopular Collection

Community ServiceOrganization

InformationRepository

Customer Search Assistance

Subject-MatterExpertise

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The ImpactLeaders must proactively select the position

of the library on each continuumWhere library falls on these continuums

influences a variety of factorsBrandCustomer baseMarketing mixService offerings and programsCollectionsFacilities Design

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The Role of Data in LeadershipUp front investment in data collection

provides key benefits to strategic action:1. Removal of assumptions2.Accurate understanding of the market,

operations, and audiences3. Identification and testing of potential

differentiators4.Confidence in proactive positioning

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The Role of Data in LeadershipAudience 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

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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

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Cluster Development

Knowledge Creation

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External EnthusiastsJulie and MichelleCity: CupertinoAge: 41Marital Status: DivorcedPresence of Children: One

ChildIncome: $125,000Education: MBA, Stanford

UniversityOccupation: Certified Public

AccountantLibrary Use: Frequent User SCCL Card Likelihood:

Medium

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Clustering: A New Point of View

Location

Homework Help

Collections

Friendly Staff

Family Programmi

ng

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Strategic Planning Impact:Opportunity Analysis

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Strategic Planning Impact:Cluster Prioritization

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Data Data CollectionCollection

Strategy Strategy DevelopmentDevelopment

Transition & Transition & ImplementatiImplementationon

Monitoring & Monitoring & AdjustmentAdjustment

Environmental ScanEnvironmental Scan•ConditionsConditions•Trends Trends •Assumptions about the futureAssumptions about the future

Core IdeologyCore Ideology•Core purposeCore purpose•Core valuesCore values

Envisioned FutureEnvisioned Future•Vivid description –external Vivid description –external visionvision•Big audacious goal – internal Big audacious goal – internal visionvision

Goals & ObjectivesGoals & ObjectivesAssessmentAssessment

•Model of excellenceModel of excellence•Core competenciesCore competencies•Program portfolioProgram portfolio•InfrastructureInfrastructure

Strategies & PrioritiesStrategies & Priorities

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Planning Basics:Goals, Objectives, Key Measures and Strategies

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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…

Santa Clara County Strategic Planning Process

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Our VisionAn invaluable resource for information,

entertainment & ideasConvenient, easy-to-use, technologically

adeptServices for traditional and non-traditional

Library patronsPhysical and virtual access to resourcesCommitted to professionalism, collaboration,

communication, innovationEnthusiastic community support

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Planning Process InfluencersGoverning Board Library Stakeholders Staff Public

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Planning Process ChallengesBoard Support and Funding of Strategic

Planning ProcessStaff Buy-inLibrary Stakeholders/Public EngagementCapacity

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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 itwill be like to achieve the

Big Hairy Audacious Goal Painting a picture of the vision

Envisioned Future

Big Hairy Audacious Goal (BHAG)

Our Ambitious Goal:The most Library cardholders

(per capita) in the U.S.

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Our Strategic Planning Process4-6 MonthsLibrary leadership commits to developing

new leaders in the organizationIssue RFP, award contract to Paul Meyer,

Tecker ConsultantsPlanning process executed

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Almost Done!6 monthsLibrary stakeholder presentationStaff development day workshopsConsultant report to Library governing

board, stakeholders and leadership

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Planning Achieved!3 MonthsConsultant report accepted by the Board Development of public/marketing publicationBoard approves funding for market

segmentation survey of Library non-cardholders

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Published for Distribution

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Our Ambitious Goal and Vision

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Our Planning Process and Strategies

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Our Core Purpose and History of Service to the Community

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Governing Board Recognition

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Beware Skipping Steps!Staff team meetingsFocus groups in communityInterviews by telephoneTelephone surveyStaff as focus groupsRegular Board updates on progress

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Create a Buzz!Launch survey results on website, blogPresent at Board, Friends, Foundation, City

Council and Commission MeetingsHost workshops in each community (there

are seven) to dig into the dataTarget market strategies using clustersEngage all staff in achieving strategies

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Where Do We Go From Here?Survey current users to capture the whole

pictureOrganize team leaders to focus on “low

hanging fruit” in each communityIncrease library cardholdership by 5% per

yearAchieve BHAG by 2013

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Data Data CollectionCollection

Strategy Strategy DevelopmentDevelopment

Transition & Transition & ImplementatiImplementationon

Monitoring & Monitoring & AdjustmentAdjustment

Step 1: Receive ApprovalStep 1: Receive Approval

Step 2: Create Step 2: Create Communication Strategy Communication Strategy

Step 3: Conduct Action Step 3: Conduct Action PlanningPlanning

Step 4: Re-prioritizeStep 4: Re-prioritize

Step 5: Adjust Budgets Step 5: Adjust Budgets and Operational Plansand Operational Plans

Step 6: Begin Step 6: Begin Implementation Implementation

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MethodologyObjective: 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 researchEnglish, Spanish versions of surveyResponses segmented by active, inactive cardholders

16,014 Included Responses9.2% response rate14.3% response rate from active cardholders

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Non-User Community Make-Up

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*16% of respondents held more than one library card

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

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Most Important Attributes - Active

Adult printed materials collection (60%)Hours of operation (43%)Audio/visual collection (33%)Helpfulness of staff (26%)Availability of parking (20%)

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Other Key Respondent Demographics62% have children living in the home55% are employed full or part time56% Caucasian, 30% Asian, 12% Central

Asian/Indian78% have bachelors degree or higher78% voted in the last Presidential electioniPhone most popular smart phone (16%)

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Books Read in Past Year

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Emerging Data TrendsReadership strongest driver of library use,

though not a perfect correlationFamilies 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

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Harford County Public Library Strategic Plan History

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2005 201

0

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Data Data CollectionCollection

Strategy Strategy DevelopmentDevelopment

Transition & Transition & ImplementatiImplementationon

Monitoring & Monitoring & AdjustmentAdjustment

Step 1: Review Future Step 1: Review Future Assumptions AnnuallyAssumptions Annually

Step 2: Monitor Step 2: Monitor Accomplishment of Accomplishment of Strategies AnnuallyStrategies Annually

Step 3: Review Step 3: Review Accomplishment of Goals Accomplishment of Goals Every 3-5 YearsEvery 3-5 Years

Step 4: Adjust Strategic Step 4: Adjust Strategic PlanPlan

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It is a Refreshed 2005 Plan

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2005: To provide access to information and promote the love of reading in the community.

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2010: Connecting people to information and promoting the love of reading in the community.

2005: 1.Library Services2.Funding and Resources3.Technology4.Marketing5.Innovationin the community.

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2010: 1.Library Services2.Advocacy 3.Resource Development

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Beyond the Bookmobile . . .

Questions?

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Contact Information:

Melinda Cervantes, Executive DirectorSanta Clara County Library (CA)

408-293-2326, x3001melinda.cervantes@lib.sccgov.org

www.santaclaracountylib.org

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