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"Leading from the Middle," and Other Contrarian Essays on Library Leadership
This compilation reveals how followers help an organization get better and how effective followers―leading from the middle―are essential to the best kind of leadership.
In "Leading from the Middle," and Other Contrarian Essays on Library Leadership , John Lubans, Jr., argues for democratic library organizations with shared leadership and decision making by leaders and followers. His book distills 15 years worth of leadership essays to advance a theory of a collaborative and empowering leadership, touching on such subjects as teamwork, empowerment, "followership," challenges, values, coaching, self-management, collaboration, communication, and techniques and tools.
Lubans's 36 essays draw new and insightful perspectives on leadership from disparate travel, sports, music, retail businesses, and airlines. All of the essays have been edited and revised for this book and many have been extensively updated with new material and epilogues. The essays flow from the author's experience as a manager/leader, his teaching of the topic, and his research into and experimentation with organizational leadership. Insights and suggestions are tempered by a candid reflection on successes achieved and mistakes made.
In "Leading from the Middle," and Other Contrarian Essays on Library Leadership , John Lubans, Jr., argues for democratic library organizations with shared leadership and decision making by leaders and followers. His book distills 15 years worth of leadership essays to advance a theory of a collaborative and empowering leadership, touching on such subjects as teamwork, empowerment, "followership," challenges, values, coaching, self-management, collaboration, communication, and techniques and tools.
Lubans's 36 essays draw new and insightful perspectives on leadership from disparate travel, sports, music, retail businesses, and airlines. All of the essays have been edited and revised for this book and many have been extensively updated with new material and epilogues. The essays flow from the author's experience as a manager/leader, his teaching of the topic, and his research into and experimentation with organizational leadership. Insights and suggestions are tempered by a candid reflection on successes achieved and mistakes made.
- GenresNonfiction
320 pages, Paperback
First published June 1, 2010
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December 13, 2012
Excellent suggestions. A fabulous guidebook for employees of every rank and file.
Some wisdoms presented:
"Leadership is an equation, not a person." p.4
"Focus on the situation, issue, or behavior, not on the person. p. 84
In the cross hairs:
*Get real and stay real
*Stay balanced
*Remember the mission (it's not about you. It's about the purpose of the organization.
*Stay healthy
*Develop a personal support system
*Be creative (proactive)
*Be reflective (spend time alone and learn from mistakes)pp.97-98
Favorite chapter:
Ch. 13. "the spark plug: A leader's catalyst for change."Spark plug" is my term for someone who, because of a can-do attitude, high energy, good humor, and people skills, helps leaders realize important objectives. The spark plug is the catalyst that triggers good team chemistry. Without a spark plug's support, many of my leadership efforts might have faltered." p. 99 .."Much more than cheerleaders, spark p0lugs are immersed in the work. In group effort the spark plug counters the wet blanket.. spark plus add value to a group. " p. 100
Other favorites: [re: Taoist adage]: "the more power you give away, the more powerful you become." p. 118
On coaching: "I define coaching as the interactive process through which a leader offers sound advice, speaks the truth, challenges, and encourages a willing colleague or group to become better at what they do." p. 125
On genuine coaching: James Flahery's coaching: Evoking excellence in others (1999): "The ends of coaching are self-correction, self-generation, and long-term excellent performance."
1. Relationship : mutually satisfying
2. Pragmatic: outcome-based, rw/relentless correction based on feedback loops (Deming cycle)Plan an improvement, do the improvement, check on the improvement, act on the improvement (adopt it, abandon it, revise it, etc.)
3. Two tracks : "both client and coach are engaged in learning" (Flahert)
4. Always/already : Flaherty observes that "human beings are always already in the middle of something"
5. Techniques don't work all the time for Flaherty. Be selective. pp.129-132
Interesting chapter:
Ch. 17: Peer coaching for the postdepartmental library. : Working in more liberated ways. This greater flexibility has evolved for various reason--including heaps of positive evidence that greater productivity and innovation come through teamwork, especially when teams are highly effective. Another influential cause is that many new professionals (librarians included) increasingly demand or expect having a say in how to do their work. They prefer leaders to be more hands off than hovering....Common sense suggests that people who are interested and engaged int heir work will likely do a better job than those waiting for orders from above." p. 134
Inspiring chapter:
Ch.20 Leaving the comfort zone. "In libraries, as in most of life, learning zones are never far away. They lie only a step or two outside the comfort zone. by regularly taking on small challenges and gaining confidence in our ability to meet them, we heighten our risk tolerance. The more time spent in the learning zone, the greater your capacity for challenge." p. 155
Intriguing chapter:
Ch. 26 "You can't build a fire in the rain" : Sparking change in libraries.
O'Toole 91996)
"true reform comes through values-based leadership, lead by someone who overcomes resistance to change by virtue of moral leadership. "Rushmorean"
Change tool: The Future Search (FS) shift in perspective help galvanize staff around purpose and goals and engage them in the decision making to achieve those goals. (Rehm et al 2002) "If you get enough good people together, they can decide what needs doing for their organization and then go about doing it>" ..Good ideas are supported on their merit, not by the status of the suggestion maker.Invariably, there are enough positive people in the mix to assuage the uncertainty and trepidation some participants--often proponents for the status quo--might be feeling. Cannon becomes can do. p. 187
Futuristic chapter:
Ch.32 Productivity in libraries? Managers step aside
Goodness, technology, teams (self-managing)
Implications ofr leaders; p. 236 1982 study by Marta Mooney: "The startling learning form Mooney's study is that for many of the respondents, resistence to change among the managers was their most serious obstacle. As one put it when asked about line management's view of decision making by staff, "We expect them [employess[ to act like adults at home but treat them like children at work." My most important realization from all that I have heard and see is that leaders and managers need to get out of the way, more rather than less." (p. 237)
TQM (Total Quality Management 1991)
Some wisdoms presented:
"Leadership is an equation, not a person." p.4
"Focus on the situation, issue, or behavior, not on the person. p. 84
In the cross hairs:
*Get real and stay real
*Stay balanced
*Remember the mission (it's not about you. It's about the purpose of the organization.
*Stay healthy
*Develop a personal support system
*Be creative (proactive)
*Be reflective (spend time alone and learn from mistakes)pp.97-98
Favorite chapter:
Ch. 13. "the spark plug: A leader's catalyst for change."Spark plug" is my term for someone who, because of a can-do attitude, high energy, good humor, and people skills, helps leaders realize important objectives. The spark plug is the catalyst that triggers good team chemistry. Without a spark plug's support, many of my leadership efforts might have faltered." p. 99 .."Much more than cheerleaders, spark p0lugs are immersed in the work. In group effort the spark plug counters the wet blanket.. spark plus add value to a group. " p. 100
Other favorites: [re: Taoist adage]: "the more power you give away, the more powerful you become." p. 118
On coaching: "I define coaching as the interactive process through which a leader offers sound advice, speaks the truth, challenges, and encourages a willing colleague or group to become better at what they do." p. 125
On genuine coaching: James Flahery's coaching: Evoking excellence in others (1999): "The ends of coaching are self-correction, self-generation, and long-term excellent performance."
1. Relationship : mutually satisfying
2. Pragmatic: outcome-based, rw/relentless correction based on feedback loops (Deming cycle)Plan an improvement, do the improvement, check on the improvement, act on the improvement (adopt it, abandon it, revise it, etc.)
3. Two tracks : "both client and coach are engaged in learning" (Flahert)
4. Always/already : Flaherty observes that "human beings are always already in the middle of something"
5. Techniques don't work all the time for Flaherty. Be selective. pp.129-132
Interesting chapter:
Ch. 17: Peer coaching for the postdepartmental library. : Working in more liberated ways. This greater flexibility has evolved for various reason--including heaps of positive evidence that greater productivity and innovation come through teamwork, especially when teams are highly effective. Another influential cause is that many new professionals (librarians included) increasingly demand or expect having a say in how to do their work. They prefer leaders to be more hands off than hovering....Common sense suggests that people who are interested and engaged int heir work will likely do a better job than those waiting for orders from above." p. 134
Inspiring chapter:
Ch.20 Leaving the comfort zone. "In libraries, as in most of life, learning zones are never far away. They lie only a step or two outside the comfort zone. by regularly taking on small challenges and gaining confidence in our ability to meet them, we heighten our risk tolerance. The more time spent in the learning zone, the greater your capacity for challenge." p. 155
Intriguing chapter:
Ch. 26 "You can't build a fire in the rain" : Sparking change in libraries.
O'Toole 91996)
"true reform comes through values-based leadership, lead by someone who overcomes resistance to change by virtue of moral leadership. "Rushmorean"
Change tool: The Future Search (FS) shift in perspective help galvanize staff around purpose and goals and engage them in the decision making to achieve those goals. (Rehm et al 2002) "If you get enough good people together, they can decide what needs doing for their organization and then go about doing it>" ..Good ideas are supported on their merit, not by the status of the suggestion maker.Invariably, there are enough positive people in the mix to assuage the uncertainty and trepidation some participants--often proponents for the status quo--might be feeling. Cannon becomes can do. p. 187
Futuristic chapter:
Ch.32 Productivity in libraries? Managers step aside
Goodness, technology, teams (self-managing)
Implications ofr leaders; p. 236 1982 study by Marta Mooney: "The startling learning form Mooney's study is that for many of the respondents, resistence to change among the managers was their most serious obstacle. As one put it when asked about line management's view of decision making by staff, "We expect them [employess[ to act like adults at home but treat them like children at work." My most important realization from all that I have heard and see is that leaders and managers need to get out of the way, more rather than less." (p. 237)
TQM (Total Quality Management 1991)
February 1, 2011
reviewed for Information Today, March 2011 issue. Liked it a lot! Very good insights into library management.
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