Reflections from SCONUL Deputies Group A meet up

The second meet up of the SCONUL Deputies Group A happened today at the lovely Hartley Library at the University of Southampton. The deputies group consists of people who usually report to the Director of the Library or the University Librarian position. A lot of the discussion we have in this group is confidential, and we act within a strict code of conduct. The following are a few bullet points from my reflections on the meeting that should be ok to share. The group consists of incredibly talented people. I have not done this much learning from sharing of experiences for quite some time, and I found this very beneficial. We are mostly but not entirely in the same boat. Culture change is an issue regardless of the organisation you work in. A successful culture change takes a lot of time, a lot of patience, a lot of perseverance and a lot of knowledge of what makes people tick. We are all learning that over time. We are all leaders already and want to become more established leaders. Being an established leader mean that you continuously learn and tweak your leadership style without compromising on your core values. We are

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Inspiring and Motivating Individuals

Team work

During the Bonington leadership programme, one of the key exercises we did was on the topic of identifying our values and being authentic to them. A key value of mine is endless intellectual curiosity and a hunger for constant learning. Hence, I am now doing an online “Leading People and Teams” specialisation through Coursera, taught by University of Michigan Ross School of Business. The specialisation consists of five individual courses which are: Inspiring and Motivating Individuals; Managing Talent; Influencing People; Leading Teams; and a Leading People and Teams Capstone. I have just finished the first of these courses on the topic of “Inspiring and Motivating Individuals” and in this post, I will summarise my key learning from this course. Shared vision and purpose To inspire and motivate individuals, they need a shared vision and a mission to work. Leaders can get obsessed with developing concepts that are intensively future focussed, not bringing the team along with them, causing a feeling of loss, discontentment and not being valued in their team. It is important that leaders develop a vision that is both forward-looking and realistic, a vision that is clear to understand. A clear vision can create a sense of energy

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Strategy, Leadership, Innovation and Code Monkeyism

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