ELI Program Design and Content

Program Design Principles

ELI embraces the principles of action learning , a model which recognizes that successful leadership development takes place in a context where personal changes and the use of new skills can be tried, reflected on, and learned from. Applying new skills to real situations over a sustained period of time increases the capacity of participants "for the long haul." This process generates an engaging, contextual, reflective, and inspiring learning environment for the Fellow and the Library .

ELI is . . .

Action:
"We’re going to focus on action and reflection on action; we’re going to try to understand how
 you make meaning of what is happening when you act, and we have to address some of the organizational and professional systems."
      -- Dr. Geno Schnell, Director, ELI

"When politicians take a different look at you, you become a player, not just a box somewhere on a chart to be funded or defunded, but an invaluable source of information.  Don't just sit around waiting for politicians or others with no experience or ideas.  You must represent your voice in the process."
     -- Donna Brazile, Brazile & Associates

Reflection:
"Sometimes reflection can be thoughtful, but it can also be playful.

"This exercise is about keeping focused on the point of our work, but also being able to pull away from it.   First, hold your writing hand out and put the point of the peacock feather on the end of your finger and watch the point – that’s where the peacock feather is hitting – and see if you can balance it that way. Just watch the point.

"Now do the same thing, but instead of keeping your attention on the point, pull your attention back to the top of the peacock feather and watch that instead. How is that in terms of balancing? Much easier." 
    -- Judy Sorum Brown, Organizational Consultant

Instruction:
"Librarians are in a very strategic position.  You are well-respected people in the community.  You provide valuable information and are strategically located.  Capitalize on these assets.  Think about how you get into a more strategic place where you are sitting at the table when the decisions are made that affect you.  Inject yourself into the process."
     -- Donna Brazile, Brazile & Associates

"How do you build support for change? Before you get massive resistance, are there things that you can do to build the conditions where change can be successful? How do you sustain commitment over the long term? That's what we're going to talk about today."
    -- Rick Maurer, Author, Organizational Consultant

Coaching:
"As part of action-learning, Executive Coaching supports individual growth and assists with learning. Coaches may:

• assist the Fellow and Sponsor as needed to strategize and problem-solve
• actively engage with the Fellows to reflect on their ongoing experience as a leader
• help Fellows develop and remain focused on their goals for development as leaders

Together with your Coaches, we will try to create communities or holding environments as powerful in a small way as some of these massive library systems. We will equip you to be a seed for change."
-- Dr. Geno Schnell

Program Design Principles

• Build adaptive creativity -- ability to continue to learn given new challenges.
• Focus on strengths and current leadership assets -- most already have what it takes but don't know.
• Address the whole person and their development systems -- inside, outside, deep down, and unknown.
• Build a leadership system, not just a leader.
• Free up the individual, organization and the profession for new ways of leading -- resistance will be will be a sign of success.
• Individual change is worth the ripple effect -- you are already changing the world.
• Reframe the call to leadership -- what business are you in? what realm do you serve?
• Understand the leadership moment:
  • Why am I doing this?  Why am I not doing that?
  • Who did and did not do something before me?
  • Why is this problem here?
  • What will I leave undone for others?
• Take risks, experiment, fail, become frustrated, follow hunches -- comfort is not the goal.
• Move outward vigorously and inward aggressively at the same time.
• Return to the deep root of what we love about being in this profession.
• Demonstrate leadership in how we do this Institute and how we are transformed by it.

Dana Shelly and Donna Brazile