Our system is comprised of 87 libraries, four bookmobiles and several managerial offices. We have wonderful staff and dozens of potential future managers. But outside opportunities abound for talented employees; to keep them, we must proactively retain them. To accomplish this objective, executive and senior library management partnered with outside consultants to create the Leadership Development Program. It began as a pilot program – where we selected an initial cohort, then used their feedback and outcomes to refine the workshop curriculum. The pilot program emphasized the behaviors and skills that seemed essential for leadership at our library moving forward.

Each day’s training session was a mix of learning activities, group discussion and practice. Topics included emotional intelligence, communication styles, managing through change, building trust, teamwork, facilitating great meetings, constructive conflict, difficult conversations, building on strengths, giving good feedback, creativity and problem solving, decision making, organizational awareness and strategic thinking. Between sessions, homework included reading books, excerpts, and articles; viewing videos; practicing new skills; and taking self-assessments, including the Myers Briggs personality Type Indicator. There was an online component using the Moodle learning management platform. Most participants also found a mentor. One third of all participants were non-public service staff.

We designed the program specifically for high-potential staff assuming leadership roles here – generally new or mid-level managers with five to ten years of experience. Each cohort had approximately 20 participants. At the conclusion of each full Leadership Development Program, graduates understood that leadership is not grand gestures or acts of workplace heroism. Leadership is a practice – a series of small acts that can gradually over time change the shape of ourselves and our organization. Through the Leadership Development Program, participants practiced these leadership behaviors – then were encouraged to experiment and apply these lessons in their daily work.