Report and Recommendations on the Hunt Library Change Process Now Available

January 31, 2012

Dear NCSU Managers and Staff:

Thank you for inviting me to meet and talk with the North Carolina State University Libraries’ staff on December 16, 2011. The day was filled with helpful updates and sharing of information, constructive input about the process, and a lot of positive energy. As promised, I’ve transcribed the notes taken during the conversations with non-­‐managers and summarized them below. From those conversations, the issues that surfaced as most important for short-­‐ and long-­‐term focus are, at a high level: process, communication and culture. Below I’ve summarized the notes transcribed during the discussions and included with the summary some of the staff recommendations that surfaced during the day. In addition, I have added some of my own comments based on experience as a consultant for other libraries and organizations going through significant change. 1. Process

During the sessions for non-­‐managers I heard some people mention that they are unclear about the change process. They are hearing about “things happening” but are unsure about the big picture roadmap. Related to process, some of the themes about which people expressed concerns include input into the process and decision-­‐making.

Overall, the staff wanted to know when and how they will be invited to give input into the process. A few of the sample comments that surfaced during the non-­‐managers sessions included:

• We want to understand but don’t want our questions to be perceived as negative. I’m concerned that “questioning feels like resistance.”

• Another staff member, reflecting on a previous professional experience, said “The change to the physical space stresses me out. I want input. I’ve had a less than positive past experience with no input.”

• Some of the other questions and comments that surfaced were specific work-­‐related issues. For example, regarding revolving reference one staff member asked the following questions (given her perceived understanding of the new physical layout),“How will we multi-­‐task? Where will we have consultations? Where will we do our professional work?”

• Another staff member described the need to quickly learn from realities and draw on available thinking to make changes along the way. His statement was, “When doors open, the rubber hits the road.”

• Related to decision-­‐making during the change process, one staff member said, “I’d like to hear criteria for decisions, like ‘We decided to do X because of Y.’”

• Another staff member described a decision-­‐making style that he’s observed in libraries, that “Information not allowed to be shared until its rock solid.” This observation was shared and then followed by a discussion of the coming change process being communicated as iterative.

• One staff member described her perception of how decisions are communicated by stating that, “At the time (that I we hear about it), the decision is already made.”

• Another staff member described her perception of the communication process in the library by stating “We’re good with narrow and very broad messaging—in the middle is missing.”

• One staff asked for a “concierge” —“it would be helpful to have a customer service point person, like a dispatcher.”

• Another staff member said related to the change and her role, “I feel lost about what my position is.”

Consultant Perspectives:

It is the consultant’s opinion that the conversations were constructive and that the types of questions and/or requests are consistent with a large-­‐scale change process. It is typical during change for the administrative team to have more information than front-­‐line employees as they are responsible for coordination and decision-­‐making. It is also not unusual for communication to be “uneven” during a change process—where some people have more information about certain aspects of the change than others given their immediate manager’s communication style, position in the organization, and impact of the change on their unit.

Consultant Recommendations:

• Create a Planning Roadmap.

• Communicate how and when front-­‐line staff and others who will have responsibility for

implementation of a decision will be involved in the decision-­‐making process. To the extent possible, share the criteria that informed or will inform a decision.

2. Communication

Overall, people were positive about communication. They felt informed to varying degrees, but encouraged. There is a desire to have more high-­‐level information coupled with as many details as are available, similar to the opening session on December 16. In addition, the themes that surfaced related to communication are that people want more timely communication and more communication about performance expectations and training opportunities.

Staff want to know that a training process is in place and understand how and when they will have access to it. The overarching theme about which people expressed concern was readiness and ability to deliver exceptional service as soon as the Library opens.

• One staff member said, “We don’t know what’s going on until we’re given something new to do.”

• Another person expressed this need, “I need to know what’s happening. The goal is to know what to

expect earlier (than it happens now) so I can adjust my mindset.”

• Regarding performance expectations, some people described receiving messages that are intended

to be inspirational (“Best On The Planet”) and sometimes struggling with the process by which performance will be assessed to get to that desired state. Some examples of comments related to specific needs:

2

• “Student staffing—concerned about access to students. There may be new limitations on their availability in Hill.”

• “Possibility of my department being split.”

• “Time and productivity lost because of an extended commute.”

• Staff also had questions about how and when training will be provided during and after the

transition. Some of the comments included:

• “How will we keep everyone on same page?”

• “Problems that already exist will be exacerbated. For example, we currently have

inconsistent policies for handling materials.”

• For learning how to handle space-­‐related questions one staff said, “I’d like to see cross-­‐

training between libraries”

• Another staff member said, “We want clear expectations and consistent processes.”

• “We are concerned about how to deal with our image across multiple libraries.”

• A staff member who currently works in a branch library observed that the comments being

made seemed to reflect uncertainty about how to transition into a new environment and new way of doing work. She contributed, “For those who don’t currently work in a branch-­‐ like setting, this transition is a bit more overwhelming. Those who work in branches handle multiples roles all the time and it’s not a problem.” She then added, “ISP is a sticky point for folks who don’t currently work there.”

Staff Recommendation:

• One staff member, after listening to a lively discussion about training and communication, offered

this: “I suggest earlier access to cross-­‐training and communication of proficiency expectations.” Consultant Perspectives:

It is heartening to hear staff express concern about keeping service levels high and eagerness to learn about new performance expectations. These sentiments are the mark of an exceptional organization, and one that has experience leading and managing change.

One of the tensions with communicating about and during a complex planning process is figuring out how much information to share, with whom, and when. Administrators are often caught between wanting to get enough reliable information to send a message to staff, but not wanting to share misinformation or information that is too premature to be considered reliable. There are also, of course, issues of confidentiality that administrators have to consider such as contracts with vendors, personnel issues, and campus politics.

It is important for administrators and staff to share enough goodwill between them to allow progress to continue. Administrators should share as much information as they can, with attention to making the process transparent. Staff should actively support the efforts of the administration and trust that a sound process will lead to positive outcomes.

It is consistent with the consultant’s experience that a major organizational change feels uncomfortable for administrators and staff, and that the level of detail desired ranges across a broad spectrum—from high-­‐level to the smallest detail. It is also typical that the types of questions asked and concerns expressed are often about how the change will impact a particular person’s past role or normal routine. Equipping middle managers with key messages and encouraging them to take an active role as change facilitators and communicators is an effective way of ensuring the flow of communication from administrators to front line staff.

3

Consultant Recommendations:

• Send clear messages about performance expectations over time. Encourage managers to have one-­‐ on-­‐one coaching sessions with staff to talk about performance expectations and gauge staff training needs. Communicate any changes to the performance assessment process during the change, if applicable.

• Create and/or share (if one already exists) a training plan that will be used to communicate the how and when various staff can expect training.

• Focus on process for sharing high-­‐level information and details, often and through multiple mediums. An example of a high-­‐level communication mechanism is a timeline with milestones. An example of detailed communication is information about the formation of a Transportation Committee, and naming the Libraries’ representatives on it. The process should build in feedback loops, to make sure that new ideas are able to be incorporated, tested and shared. Sharing also reinforces the norm of giving and receiving feedback, which builds a culture of trust.

• Leverage communication practices that have worked well in small scale ways. For example, examine how the current chat system might be further leveraged. Continue to use blogging to share updates and request input. Once input is received, share the results of the feedback and the actions taken because of it.

3. Culture

Maintaining the positive elements of the current Library culture is of high importance. Specifically, people want to continue to feel connected to their colleagues. They do not want to lose opportunities to collaborate with colleagues, even though they may be in different libraries. And they do not want to quality to be sacrificed. Some of the comments shared during the session with non-­‐managers included:

• “I’m concerned that people won’t know each other anymore.”

• One person, when talking about her desire to continue feeling competent and performing at her

customary high level stated, “We don’t like to be embarrassed.”

• “We’re very excited and energized about the opening of Hunt.”

• “We want to continue to hear comments from our users that they are ‘Gleefully Happy’”

• Another staff member expressed a desire to make sure that Hill and Hunt Libraries are both seen as

strong contributors to the campus agenda, and that the opening of Hunt doesn’t overshadow Hill. She said, “We need an external communication plan to remind faculty/students about Hill’s service/access.”

• One of the staff suggested the creation of an internal culture and communication team or other means by which staff can be involved in helping to keep at the forefront those aspects of the organizational culture that are most cherished. This staff member further suggested that one of the first tasks of such a group would be to ask staff what they need/want to know then think about how to deliver information effectively.

Consultant Perspectives:

North Carolina State University Libraries are known across the profession as a leader in the higher education and library communities. It has a reputation for being visionary and employing only the most talented staff. Perhaps most importantly, it is understood to be a place that is able to draw upon staff talents and ability to take on new challenges in order to change as required by the presence of opportunities or in response to

4

environmental demands. The image and reputation of NCSU Libraries is a bit of blessing and a curse—a strong foundation for future success already exists, but the expectations are very high. It is also this consultant’s perception, based on conversations throughout the day, that the staff are enthusiastic about the new library and their future contribution to the Libraries’ future successes.

Consultant Recommendations:

• Managers and senior leaders should balance messaging about the opening of the new library with the continued commitment to excellence for other libraries.

• While now might not be optimal for the formation of a staff team, the consultant does recommend creative thinking about ways to positively impact the climate during the change and beyond— celebrations when milestones are met, special recognition for unique contributions to staff morale, etc.

I hope this summary is helpful and captures the essence of our discussions on December 16. I wish you well during your change process and thank you for allowing me to work with you and the staff of the NCSU Libraries during this exciting time.

Respectfully submitted,

DeEtta Jones

DeEtta Jones and Associates 333 N. Michigan Ave, Suite 1810 Chicago, IL 60601

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January 31, 2012Dear NCSU Managers and Staff:Thank you for inviting me to meet and talk with the North Carolina State University Libraries’ staff on December 16, 2011. The day was filled with helpful updates and sharing of information, constructive input about the process, and a lot of positive energy. As promised, I’ve transcribed the notes taken during the conversations with non-­‐managers and summarized them below. From those conversations, the issues that surfaced as most important for short-­‐ and long-­‐term focus are, at a high level: process, communication and culture. Below I’ve summarized the notes transcribed during the discussions and included with the summary some of the staff recommendations that surfaced during the day. In addition, I have added some of my own comments based on experience as a consultant for other libraries and organizations going through significant change.1. ProcessDuring the sessions for non-­‐managers I heard some people mention that they are unclear about the change process. They are hearing about “things happening” but are unsure about the big picture roadmap. Related to process, some of the themes about which people expressed concerns include input into the process and decision-­‐making.Overall, the staff wanted to know when and how they will be invited to give input into the process. A few of the sample comments that surfaced during the non-­‐managers sessions included:• We want to understand but don’t want our questions to be perceived as negative. I’m concerned that “questioning feels like resistance.”• Another staff member, reflecting on a previous professional experience, said “The change to the physical space stresses me out. I want input. I’ve had a less than positive past experience with no input.”• Some of the other questions and comments that surfaced were specific work-­‐related issues. For example, regarding revolving reference one staff member asked the following questions (given her perceived understanding of the new physical layout),“How will we multi-­‐task? Where will we have consultations? Where will we do our professional work?”• Another staff member described the need to quickly learn from realities and draw on available thinking to make changes along the way. His statement was, “When doors open, the rubber hits the road.”• Related to decision-­‐making during the change process, one staff member said, “I’d like to hear criteria for decisions, like ‘We decided to do X because of Y.’”1• Another staff member described a decision-­‐making style that he’s observed in libraries, that “Information not allowed to be shared until its rock solid.” This observation was shared and then followed by a discussion of the coming change process being communicated as iterative.• One staff member described her perception of how decisions are communicated by stating that, “At the time (that I we hear about it), the decision is already made.”• Another staff member described her perception of the communication process in the library by stating “We’re good with narrow and very broad messaging—in the middle is missing.”• One staff asked for a “concierge” —“it would be helpful to have a customer service point person, like a dispatcher.”• Another staff member said related to the change and her role, “I feel lost about what my position is.” Consultant Perspectives:It is the consultant’s opinion that the conversations were constructive and that the types of questions and/or requests are consistent with a large-­‐scale change process. It is typical during change for the administrative team to have more information than front-­‐line employees as they are responsible for coordination and decision-­‐making. It is also not unusual for communication to be “uneven” during a change process—where some people have more information about certain aspects of the change than others given their immediate manager’s communication style, position in the organization, and impact of the change on their unit.Consultant Recommendations:• Create a Planning Roadmap.• Communicate how and when front-­‐line staff and others who will have responsibility forimplementation of a decision will be involved in the decision-­‐making process. To the extent possible, share the criteria that informed or will inform a decision.2. CommunicationOverall, people were positive about communication. They felt informed to varying degrees, but encouraged. There is a desire to have more high-­‐level information coupled with as many details as are available, similar to the opening session on December 16. In addition, the themes that surfaced related to communication are that people want more timely communication and more communication about performance expectations and training opportunities.Staff want to know that a training process is in place and understand how and when they will have access to it. The overarching theme about which people expressed concern was readiness and ability to deliver exceptional service as soon as the Library opens.• One staff member said, “We don’t know what’s going on until we’re given something new to do.”• Another person expressed this need, “I need to know what’s happening. The goal is to know what toexpect earlier (than it happens now) so I can adjust my mindset.”• Regarding performance expectations, some people described receiving messages that are intendedto be inspirational (“Best On The Planet”) and sometimes struggling with the process by which performance will be assessed to get to that desired state. Some examples of comments related to specific needs:2• “Student staffing—concerned about access to students. There may be new limitations on their availability in Hill.”• “Possibility of my department being split.”• “Time and productivity lost because of an extended commute.”• Staff also had questions about how and when training will be provided during and after thetransition. Some of the comments included:• “How will we keep everyone on same page?”• “Problems that already exist will be exacerbated. For example, we currently haveinconsistent policies for handling materials.”• For learning how to handle space-­‐related questions one staff said, “I’d like to see cross-­‐training between libraries”• Another staff member said, “We want clear expectations and consistent processes.”• “We are concerned about how to deal with our image across multiple libraries.”• A staff member who currently works in a branch library observed that the comments beingmade seemed to reflect uncertainty about how to transition into a new environment and new way of doing work. She contributed, “For those who don’t currently work in a branch-­‐ like setting, this transition is a bit more overwhelming. Those who work in branches handle multiples roles all the time and it’s not a problem.” She then added, “ISP is a sticky point for folks who don’t currently work there.”Staff Recommendation:• One staff member, after listening to a lively discussion about training and communication, offeredthis: “I suggest earlier access to cross-­‐training and communication of proficiency expectations.” Consultant Perspectives:It is heartening to hear staff express concern about keeping service levels high and eagerness to learn about new performance expectations. These sentiments are the mark of an exceptional organization, and one that has experience leading and managing change.One of the tensions with communicating about and during a complex planning process is figuring out how much information to share, with whom, and when. Administrators are often caught between wanting to get enough reliable information to send a message to staff, but not wanting to share misinformation or information that is too premature to be considered reliable. There are also, of course, issues of confidentiality that administrators have to consider such as contracts with vendors, personnel issues, and campus politics.It is important for administrators and staff to share enough goodwill between them to allow progress to continue. Administrators should share as much information as they can, with attention to making the process transparent. Staff should actively support the efforts of the administration and trust that a sound process will lead to positive outcomes.It is consistent with the consultant’s experience that a major organizational change feels uncomfortable for administrators and staff, and that the level of detail desired ranges across a broad spectrum—from high-­‐level to the smallest detail. It is also typical that the types of questions asked and concerns expressed are often about how the change will impact a particular person’s past role or normal routine. Equipping middle managers with key messages and encouraging them to take an active role as change facilitators and communicators is an effective way of ensuring the flow of communication from administrators to front line staff.3Consultant Recommendations:• Send clear messages about performance expectations over time. Encourage managers to have one-­‐ on-­‐one coaching sessions with staff to talk about performance expectations and gauge staff training needs. Communicate any changes to the performance assessment process during the change, if applicable.• Create and/or share (if one already exists) a training plan that will be used to communicate the how and when various staff can expect training.• Focus on process for sharing high-­‐level information and details, often and through multiple mediums. An example of a high-­‐level communication mechanism is a timeline with milestones. An example of detailed communication is information about the formation of a Transportation Committee, and naming the Libraries’ representatives on it. The process should build in feedback loops, to make sure that new ideas are able to be incorporated, tested and shared. Sharing also reinforces the norm of giving and receiving feedback, which builds a culture of trust.• Leverage communication practices that have worked well in small scale ways. For example, examine how the current chat system might be further leveraged. Continue to use blogging to share updates and request input. Once input is received, share the results of the feedback and the actions taken because of it.3. CultureMaintaining the positive elements of the current Library culture is of high importance. Specifically, people want to continue to feel connected to their colleagues. They do not want to lose opportunities to collaborate with colleagues, even though they may be in different libraries. And they do not want to quality to be sacrificed. Some of the comments shared during the session with non-­‐managers included:• “I’m concerned that people won’t know each other anymore.”• One person, when talking about her desire to continue feeling competent and performing at hercustomary high level stated, “We don’t like to be embarrassed.”• “We’re very excited and energized about the opening of Hunt.”• “We want to continue to hear comments from our users that they are ‘Gleefully Happy’”• Another staff member expressed a desire to make sure that Hill and Hunt Libraries are both seen asstrong contributors to the campus agenda, and that the opening of Hunt doesn’t overshadow Hill. She said, “We need an external communication plan to remind faculty/students about Hill’s service/access.”• One of the staff suggested the creation of an internal culture and communication team or other means by which staff can be involved in helping to keep at the forefront those aspects of the organizational culture that are most cherished. This staff member further suggested that one of the first tasks of such a group would be to ask staff what they need/want to know then think about how to deliver information effectively.Consultant Perspectives:North Carolina State University Libraries are known across the profession as a leader in the higher education and library communities. It has a reputation for being visionary and employing only the most talented staff. Perhaps most importantly, it is understood to be a place that is able to draw upon staff talents and ability to take on new challenges in order to change as required by the presence of opportunities or in response to4environmental demands. The image and reputation of NCSU Libraries is a bit of blessing and a curse—a strong foundation for future success already exists, but the expectations are very high. It is also this consultant’s perception, based on conversations throughout the day, that the staff are enthusiastic about the new library and their future contribution to the Libraries’ future successes.Consultant Recommendations:• Managers and senior leaders should balance messaging about the opening of the new library with the continued commitment to excellence for other libraries.• While now might not be optimal for the formation of a staff team, the consultant does recommend creative thinking about ways to positively impact the climate during the change and beyond— celebrations when milestones are met, special recognition for unique contributions to staff morale, etc.I hope this summary is helpful and captures the essence of our discussions on December 16. I wish you well during your change process and thank you for allowing me to work with you and the staff of the NCSU Libraries during this exciting time.Respectfully submitted,DeEtta JonesDeEtta Jones and Associates 333 N. Michigan Ave, Suite 1810 Chicago, IL 606015