provided by Steve Woolley
IFCPP 2016 Leadership Symposium Workshop Series
Taking a team from ordinary to extraordinary means understanding and embracing the difference between management and leadership. According to writer and consultant Peter Drucker, "Management is doing things right; leadership is doing the right things."
Manager and leader are two completely different roles, although we often use the terms interchangeably. Managers are facilitators of their team members’ success. They ensure that their people have everything they need to be productive and successful; that they’re well trained, happy and have minimal roadblocks in their path; that they’re being groomed for the next level; that they are recognized for great performance and coached through their challenges.
Conversely, a leader can be anyone on the team who has a particular talent, who is creatively thinking out of the box and has a great idea, who has experience in a certain aspect of the business or project that can prove useful to the manager and the team. A leader leads based on strengths, not titles.
The best managers consistently allow different leaders to emerge and inspire their teammates (and themselves!) to the next level.
When you’re dealing with ongoing challenges and changes, and you’re in uncharted territory with no means of knowing what comes next, no one can be expected to have all the answers or rule the team with an iron fist based solely on the title on their business card. It just doesn’t work for day-to-day operations. Sometimes a project is a long series of obstacles and opportunities coming at you at high speed, and you need every ounce of your collective hearts and minds and skill sets to get through it.
provided by Steve Woolley
IFCPP Leadership Symposium Workshop Series
A favorite study on the subject of kinetic leadership is Daniel Goleman’s Leadership That Gets Results, a landmark 2000 Harvard Business Review study. Goleman and his team completed a three-year study with over 3,000 middle-level managers. Their goal was to uncover specific leadership behaviors and determine their effect on the corporate climate and each leadership style’s effect on bottom-line profitability.
The research discovered that a manager’s leadership style was responsible for 30% of the company’s bottom-line profitability! That’s far too much to ignore. Imagine how much money and effort a company spends on new processes, efficiencies, and cost-cutting methods in an effort to add even one percent to bottom-line profitability, and compare that to simply inspiring managers to be more kinetic with their leadership styles. It’s a no-brainer.
Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:
The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be "Do as I do, now." The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.
The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be "Come with me." The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.
The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be "People come first." The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.
The coaching leader develops people for the future. If this style were summed up in one phrase, it would be "Try this." The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.
The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be "Do what I tell you." The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.
The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be "What do you think?" The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.
A common threat shared by all public institutions is the ease by which subversive, criminal, or terror-based offenders may bring destructive items or weapons onto the property. Management has a clear duty to protect staff, visitors, and others from these threats, and provide a safe environment for work, study, or visitation. The best accepted method of doing so is through professional entry screening. Options include personal inspection, physical bag searches, magnetometers, and metal detection. Recent technology developments offer additional alternatives.
Any form of entry screening is labor intensive, and costly…the two prevalent reasons given for foregoing any form of scrutiny. We expect, and accept reasonable screening practices, now utilized in sporting event centers, most government buildings, theme parks, and a growing number of business centers. There are more considerations in addition to cost and staffing. This session will outline the pros and cons, and walk attendees through the necessary preparations for initiating reasonable entry screening, for a variety of environments. Presented by Stevan P. Layne, CPP, CIPM, CIPI
The ASIS Savannah Low Country Chapter, with the Bluffton (South Carolina) Police Department, hosted a security workshop, training approximately 50 leaders from various houses of worship. The event was covered by various media outlets. The ASIS Cultural Property Council’s Houses of Worship Committee led the development of a security risk assessment process tailored to churches, synagogues, mosques, and other religious facilities. The risk analysis includes a security survey as part of an overall comprehensive process to identify critical assets requiring protection. Once the assets are known, threats, hazards, and vulnerabilities are ranked on a numerical scale of likelihood of occurrence, and mitigating security strategies are devised. Jim McGuffey, CPP, PCI, PSP, the chapter’s chair, was the instructor for the workshop.
There has been considerable discussion and obvious concern about the controversial issue surrounding package inspections at the public entries of our cultural institutions. Much of the discussion is around the use of metal detection or x-ray devices at points of entry. In our considerable contacts with a number of institutions, the issue of package inspection is often on the table. The response has on occasion been very positive, sometimes negative, based on cost of the process, lack of manpower, or concern over public relations.
Package inspection may, but does not HAVE TO involve metal detection. The first hurdle to overcome in acquiring the institution's full support, both financially and philosophically, is the practice of performing a package inspection or bag check and an individual screening for everyone entering the institution. The objective is to present a positive image - a strong visible deterrent to bringing weapons, explosives, or contraband onto the property. We do not believe that to date, "active shooters" involved in documented attacks, have been checked upon entering a building, or have been subject to proper screening processes.
Bag checks and entry screening should be performed by knowledgeable personnel, specially trained for greeting and screening visitors and staff. It may include video surveillance at the inspection point, and should be conducted by at least two officers or staff members - one to control the queue, the other to perform the inspection. A written plan, with detailed instructions, needs to be developed before initiating the process, outlining how to conduct the inspection, and what to do if prohibited items are found. A supervisor must be available to respond to violations. Coordination with local police should be completed in advance, particularly with regard to dealing with the discovery of weapons during an inspection.
The determination of what type of equipment to utilize, where to place the inspection station, how to staff, train, and monitor the process must all be completed prior to initiation. There are several alternatives to specialized equipment to aid in the screening, including walk-through arches, hand-held scanners, electronic turnstiles, and others. Keep in mind that each process takes a certain amount of time, and heavy pedestrian traffic, especially during opening hours, causes back-ups in waiting lines. Waiting periods beyond 15 minutes should be avoided. It should also be understood, that some environments are just not conducive to conducting an inspection. There must be a controlled entry point or points for this to be accomplished. At a minimum, bag checks policies should be in place to allow for spot checks of visitors and staff.
Only you can determine if the cost to equip, staff, train, and supervise a proper screening process is worth the return, and how such practices can reasonably contribute to safe operations and life safety for staff and visitors. Classes are available in set-up, training, equipping, and monitoring, through IFCPP. Contact info@IFCPP.org for additional information.
The American Hero Channel will feature an upcoming episode on Delf “Jelly” Bryce on March 23rd at 10:00 PM EST or 7:00 PM. Steven C. Millwee was honored to be interviewed about his FBI mentor. Jelly Bryce was born and raised in the same hometown of Mountain View, OK as Mr. Millwee. Bryce had around eight shootouts (kills) during his time with the Oklahoma City Police detective in the late 1920’s, including the infamous shootout with Wilbur Underhill. Bryce was one of four lawmen personally recruited by Director J. Edgar Hoover that had no college education, much less the mandatory law or accounting degree at that time due to their experience and expertise in shootouts.
On November 12, 1945, Life Magazine ran an unusual story. It was a photographic study of Jelly Bryce drawing and firing his .357 Magnum in two-fifths of a second, faster than the human eye can follow. In the pictures Bryce dropped a silver dollar from shoulder height with his right hand then drew with the same hand and shot the coin before it reached his waist. What the article did not say was that Bryce could not only draw fast in front of a camera, but also in front of people who were trying to kill him.
"Mr. Bryce was my mentor as a young boy growing up on our family farm, where he taught me how to shoot and avoid getting shot. Others say he killed 18 men in his career, though he told me of 38", said Millwee.
If you do not get the American Hero Channel, you can watch the episode the day or two after it airs by going to https://www.discoverygo.com/ahc/.
IFCPP is very pleased to announce this year's featured Symposium workshop series...
Leadership: Great Leaders, Great Teams, Great ResultsTM
Do Security Managers as leaders know how to unleash the highest and best contribution of their teams toward their organization's most critical priorities? Today's leaders must be able to see their people as "whole people" - body, heart, mind, and spirit - and manage and lead accordingly. As a result, leaders spend their efforts creating a place where people want to stay and in which they are enabled to offer their best, time and time again.
More than just your average leadership training work session, Leadership: Great Leaders, Great Teams, Great ResultsTM helps leaders discover how to inspire trust and build credibility with their people, define a clear and compelling purpose, create and align systems of success, and unleash the talents and energy of a winning team. Leaders spend their efforts creating a place where people want to stay and contribute their best effort, time and time again, helping your organization achieve its most critical priorities.
Presented by Steve Woolley, CIPM of 98-2 EnterprisesA “grass roots” leader with unique executive experience
• One of the early Executives in RE/MAX International Inc. considered one of “50 Companies that Changed the World”
• RE/MAX International Insurance, Inc. President, of Franchise Services throughout the United States and Canada.
• Co-founderof Maroon Fire Arabians (Genotype-Phenotype Arabian horse breeding program.)
• The Wild Life Experience Museum: One of eight Founding Trustees.
• Safe2Tell Initiative, Board Member and Past Chairman of the Board of privately supported, State sponsored “not for profit” organization rising out of the Columbine High School tragedy, helping save lives every day.
• Visionto clarify purposes for strategic decision making.
• Innovation that works creatively in disruptive business climates.
• People Skillsthat blend diverse groups together to unleash talent to maximize outcomes.
• Process Disciplinethat aligns systems for execution on core initiatives.
• Performance Delivery to build the “dashboard” or “scorecard” metrics that marry execution and money to the bottom line.
• Business Startup:
• Marketing and Branding:
• Business Planning and Redesign:
• Business Systems Development
• Human Capital Stratigist:
Current Collateral Experience:
• National Advisory Board Member for IFCPP , “not for profit” association protecting cultural properties.
• Curriculum Advisor Board Member for L.D.S. Business College
• Selection Advisor Daniels Fund
• Platform speakeron Leadership, Change, Business Continuity Strategy and Structure.
• Member of Global Institute for Leadership Development
• CIPS Designation
• Franklin Covey Certified Facilitator
Key Personal Interests
• Devoted family man married 48 years with 4 married children, 18 grandchildren.
• Passionate about fly fishing, golf, sporting clays, and upland bird hunting
Last summer, the Denver Art Museum gave its Gallery Officer role a bit of a makeover and renamed the position “Gallery Host.”
These staff members are still, first and foremost, responsible for object and life safety and receive the same type of training in these areas as the gallery officers previously did. Hosts also are expected to deliver exceptional customer service and to engage with visitors in substantive and strategic ways.
Before the transition to the Gallery Host model, many of the DAM’s Gallery Officers already were warm, friendly, knowledgeable folks who provided assistance to visitors. So what’s different now?
The Gallery Hosts’ interactions with visitors are not just reactive. Of course, Gallery Hosts help visitors who approach them with questions, but, when conditions in the gallery allow for it, they also initiate interactions with visitors and engage them in dialogue that will enrich their experiences and help them connect with the museum and its many offerings.
To help them do this, in addition to their safety training, the Hosts also receive ongoing training about the museum’s artwork and programming.
The Gallery Host program is part of the museum’s broader strategy to create an environment that welcomes and engages the broadest spectrum of the community.
“A lot of museums have embraced this Gallery Host approach to security, and I think we’ll see a lot more move in this direction in the next few years,” says the DAM’s Director of Visitor Services Jill Boyd. “Cultural institutions are embracing the idea that security and visitor engagement are not mutually exclusive concepts, and that, in fact, the latter can many times help bolster the former.
“The people who work in the galleries day in and day out know these works of art intimately and, often times, they are the only team members who are with our visitors when they are experiencing the thing they came to the museum to experience. So it makes a lot of sense to train and empower them to help our visitors connect with the artwork and the museum on a deeper level.”
Boyd says that visitors have noticed the change and receive many positive comments about their Gallery Hosts.
The Gallery Hosts and back-of-house Security team work together closely every day to ensure that both people and artwork remain safe, and Boyd says that the transition to the Gallery Host model was only able to be successful because of the awesome support from and collaboration with Director of Protective Services Tony Fortunato and his team.
By Peggy Schaller
The number one priority for any institution is life safety. Museums are no exception and, as public institutions, must make sure we provide a safe place for our staff and volunteers to work and for our visitors to enjoy themselves.
The staff interacts with the visitors and patrons on a daily basis. They also are charged with maintaining the building, making sure it is clean and presentable each day for those who come to visit the museum, and with making sure the building and grounds are safe. Staff members are also responsible for the Museum's collections--they document each artifact; prepare and maintain a safe place with proper storage materials for those items in storage; create safe and secure exhibit environments for those items being displayed in the Museum's galleries and public spaces; and maintain a current and accurate inventory of where each item in the collection is located.
Volunteers generally work directly with visitors and patrons alongside the paid staff. They may be charged with similar duties or may be assigned to man/woman the galleries and answer questions about the Museum and the exhibition(s). Volunteers may also be enlisted to assist staff with collections care and documentation.
As public institutions, Museums are charged with maintaining a safe environment for those who visit or use the resources provided by them. Therefore, the safety of our visitors and patrons is an important part of our jobs as museum staff or volunteers. A large percentage of museum visitors are the most vulnerable sector of our society--our children and our elders. Museums must be safe places for children to learn and have fun; and they must be safe places for elders to enjoy and move through without worries or hazards.
Finally, museums, like other businesses, must sometimes rely on outside contractors or workmen to perform maintenance or other tasks within the museum. The safety of these individuals must also be a concern for museum staff.
The Museum's building is the core of the institution--without it there would be no institution. The building must be protected from fire, vandalism, weather, water, and natural disasters. Routine maintenance is a must and repairs must be made timely to prevent leaks in roofs or skylights; rodent and insect pest problems; and/or unauthorized entry. Regular checks need to be made to the fire detection and suppression systems to ensure they are in working order; if alarms are used, these, too, need to be checked for any problems. Lighting needs to be checked and night security lights must be in working order.
The Museum grounds are the first line of defense for the institution. Be sure that they are well lit and that all exterior lighting is working. Keep plantings away from the building's walls--not only are these plants a great place to hide, they encourage small animals to make themselves at home in and around the building's foundation. If you have external exhibits or historic buildings, make sure these are secured against damage or theft both day and night. During open hours one of the best ways to insure the security of historic outbuildings is to utilize volunteer docents to give tours, talks and/or answer visitor's questions about each structure.
The Museum's collections--without collections most museums would cease to exist. There are, of course, non-collecting museums, but most small museums have very large collections. Industry analysts state that in most museums 80% of their collections are in storage at any one time and only 20% are out on display. Therefore, the museum needs to have strategies to protect the collections in storage and the ones on display. There are some small museums that have everything on display, and this makes for a very crowded facility that may be difficult to adequately protect--small items could disappear without anyone even noticing, particularly if much of the display is open and not inside secured cases.
Storage facilities need to be secured and have access restricted to only those who are charged with the care of the collection--not everyone needs keys to the store. Displays need to be monitored periodically during the day and checked at closing and again during the opening of the museum.
Property of others including items on loan from other institutions for display; items on loan from individuals for display, evaluation or potential donation; and employee and visitor property need to also be protected.
Policies and Procedures
Policies and Procedures MUST be written down and given to every staff member--paid or volunteer--and the Museum administration must not only read, understand and follow the policies themselves, they must make sure all the staff understand and follow them.
What policies and procedures?
Excerpt from Security for the Small Museum Workshop available through Collections Research for Museums and presented by Peggy Schaller regionally to small (tiny) museums wanting to learn low and no cost security options. For more information on this workshop visit the Collections Research for Museums website.
By Fiona Graham, Conservator, Canadian Museum of Nature; Sarah Spafford-Ricci, Royal Saskatchewan Museum and Lisa Kronthal, National Sciences Foundation
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Executive Summary: Planning can make a big difference
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