Influence Roadmap Title Tips Perspective Purpose Awareness
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This document discusses the concepts of awareness, purpose, and perspective (APP) and their importance for influencing others. It provides takeaways for each concept, such as thinking bigger, focusing on possibilities, and understanding that purpose-driven passion is contagious. The document then discusses specific strategies for influencing others, like building credibility, understanding different stakeholders' attitudes, and unleashing one's fans to promote their story.
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Influence Roadmap Title Tips Perspective Purpose Awareness
- 2. What do you do for a living?
- 3. It is not about saving the world. It is about moving the needle.
- 4. What are we talking about today
- 5. The Road to Influence Perspective Purpose Awareness A.P.P.
- 6. Awareness 1
- 8. Takeaways Think bigger. Circumnavigate the rules. Money is not the only currency. Even a$$holes can be allies.
- 9. Purpose 2
- 11. Takeaways It is no longer all about you. Get out of the business of busyness. Purpose-driven passion is contagious.
- 12. Perspective 3
- 14. Takeaways Focus on possibilities. Change brings opportunities to grow. Community Branch Me
- 16. You Need Fans Build your street cred Do the shizz no one else will Hyper-focus on passion 1 Share what you are doing Dream out loud
- 17. Work Through Others Why should they care? Who are the players? What are their attitudes toward me? Toward each other? What is money here? What can I give in order to get? 2
- 18. MPK reconfig: First chance at leadership To the window, to the wall
- 19. 3 Selling the Story Gotta make some moves Here vs. There Unleash your fans Success is right around the corner
- 20. The shelves about to rock
- 21. 4 Pinto vs. Cadillac
- 22. Featured Courses Learning Connect Event Connect News Connect Reinforce or gain new skills with a variety of self-paced and self-study library CE. View the catalog Keep your skills sharp by attending a range of face-to-face events and live webinars on our national CE calendar. Read the latest updates, news, and trends in library learning from your peers and the experts. View the calendar Read the blog Collaboration Connect File Connect State Library Connect Learn more about state library agencies, including detailed reports of learning and development activities. Share your project ideas and specifications with your CE peers. Who knows what partnerships might emerge? See projects Lie, beg, cheat, steal, but letâs not reinvent the wheel. Share and adapt source files for your learning initiatives. Search and share files Engage with an SLA Click to go to State Library Connect
- 24. If
Editor's Notes
- The world around you is screwed up. Donât deny it; you see it every day. You think about it as you wade through traffic in slow motion on your way to work. You hear about it in idle gossip in the break room. You experience it as you lie awake at night, exhausted and fretting, unable to sleep. The world is broken, and fixes can be slow to materialize, if they materialize at all. While we cannot singlehandedly solve the worldâs problems, each of us has the capacity to lead from where we are to influence meaningful change in our spheres of influence, even if that means forging your own path or inventing new ways of doing things. In this no-holds-barred presentation, Jay Turner, director of continuing education and training at the Georgia Public Library Service, shares strategies he has used throughout his career to create impactful change in libraries. From crafting an organizational talent management strategy for a large suburban library system, to implementing a cutting-edge e-learning program for all of the public libraries in the state of Georgia, to influencing the national conversation on the future of library continuing education, Jay explains how, by fearlessly overcoming obstacles (and, yeah, occasionally bending the rules) with a sense of creativity, entrepreneurship, and urgency, anyone in any position, even with scant resources and lack of formal authority, can get it done.Â
- I recently attended my sonâs middle school career day. Kids guessed what I did. After telling them I was a librarian, I began describing some of the highlights of my career â things that were invigorating and impactful. Rock the Shelves, Teen Summit, introducing e-learning, getting training aligned with HR where it belongs, rolling out a statewide LMS. One girl in the back of the room asked how many people worked for me so that such things could be possible. I told her that all of those projects were accomplished with the help of others, but none of them were âmy staffâ. I didnât have one. Sometimes you canât see the forest for the trees, but in retrospect, I have been able to navigate some tricky environments and work through people to create impact in my organization, in my library community, and in the lives of others.
- I canât change the world, but I can influence change in the world around me. As mentor of mine once said one night while I was drunkenly ruminating on the meaning of my existence and what happens to the world I leave behind when the lights go out, he said, âI take comfort in knowing that Iâve intentionally moved the needle forward for those who come after me.â Thatâs the essence of GTD: impacting meaning change in your spheres of influence to make that place better for the next person.
- Iâm here today to share with you my story. I have no fancy models to showcase or intricate theories and postulations about leadership, influence, and authority. All I have are my experiences and my truths that have transformed me from a painfully shy, socially awkward kid from rough places in Atlanta to a library professional whoâs standing here, in this moment, talking to other library professionals about the work Iâve done to âhelp influence change and move the needleâ for public libraries as they evolve. Everyone has the capacity to lead from where they are, whether you are a student, a parapro, a middle manager, or the top dog, whether you have no budget or a million dollars to your name, you can leverage influence to create change. Today, Iâm going to give you a window into my journey â the life events that shaped how I would come to view influence as tool to getting things done, the evolution of how I started to progressively move the needle in the world around me at work, and finally the brass tacks principles Iâve distilled through my experience that pay dividends to this day as I continue to try to build upon the great work that is being done in our library profession. I believe that GTD necessarily involves a series of continuous personal and organizational transformations, it is only fitting that my story begins with Transfomers. Iâm here today to talk to you about my own transformation from an awkward, painfully shy boy from East Point Georgia to a guy who gets asked to attend national conveningâs of âinfluencersâ or deliver a keynote address to a room full of seasoned professionals. Iâm here to talk to you about the exciting work Iâve been privileged to do in helping transform libraries in a time when then traditional models of service are rapidly shifting. Since âgetting things doneâ necessarily involves a series of continuous personal and organizational transformations, it is only fitting that my story begins with Transfomers.
- Transformers as a kid (Awareness: saw that I could get things) Fatherhood in 2002 (Purpose: how can I leave things better than before) Massive GCPL reorg in 2003 (Perspective: is it a challenge or an opportunity) âThereâs an APP for thatâ
- Iâm here today to share with you my story. I have no fancy models to showcase or intricate theories and postulations about leadership, influence, and authority. All I have are my experiences and my truths that have transformed me from a painfully shy, socially awkward kid from rough places in Atlanta to a library professional whoâs standing here, in this moment, talking to other library professionals about the work Iâve done to âhelp influence change and move the needleâ for public libraries as they evolve. Everyone has the capacity to lead from where they are, whether you are a student, a parapro, a middle manager, or the top dog, whether you have no budget or a million dollars to your name, you can leverage influence to create change. Today, Iâm going to give you a window into my journey â the life events that shaped how I would come to view influence as tool to getting things done, the evolution of how I started to progressively move the needle in the world around me at work, and finally the brass tacks principles Iâve distilled through my experience that pay dividends to this day as I continue to try to build upon the great work that is being done in our library profession. I believe that GTD necessarily involves a series of continuous personal and organizational transformations, it is only fitting that my story begins with Transfomers. âI first became aware of my ability to influence change in the world around me when I was 1st grade. Back in the mid-80s, I was obsessed with Transformers. In those days we were poor, the clothes came from the Goodwill, shoes from Payless, and households staples were delivered in the form of government cheese and powdered milk to our doorstep in a cardboard boxâŠâ Iâm here today to talk to you about my own transformation from an awkward, painfully shy boy from East Point Georgia to a guy who gets asked to attend national conveningâs of âinfluencersâ or deliver a keynote address to a room full of seasoned professionals. Iâm here to talk to you about the exciting work Iâve been privileged to do in helping transform libraries in a time when then traditional models of service are rapidly shifting. Since âgetting things doneâ necessarily involves a series of continuous personal and organizational transformations, it is only fitting that my story begins with Transfomers.
- Lessons learned from Transformers Trading club Why, socially awkward me could make things happen Dream big. I wanted to play with all of the toys You can get what you want when you don't have resources Money is not the only form of currency, but exchanges must be mutually beneficial - I internalized these lessons early on as a kid from a poor family. Looking back, this situation is prime example of when you want something but don't have resources, you have to be entrepreneurial and creative to get what you want. Growing up into a man, where some would see that they couldn't have the toys, I saw that I could have the toys, but I just couldn't buy them. - Rules keep the toys on the shelf: You pay for the toys, thatâs the law. But what if you donât have money and youâre not a criminal? How the hell are you supposed to play with every Transformerâ
- 2002: Life at a crossroads with fatherhood
- 2002: Life at a crossroads with fatherhood
- Itâs not just about me and âplaying with all the toysâ anymore If Iâm going to spend more of my awake hours at work doing library stuff, then I need to honor my kid by making the most IMPACT POSSIBLE with the hours that should be spent with him. âI shouldnât be in the business of busyness. I should be in the business of IMPACT.â
- Complication/Obstacles When I started working for GCPL in 2002, a year before the restructuring was announced, things werenât supposed to be this way. I wasnât supposed to be leading a branch reconfiguration that library administration would be watching closely from the outside. I was supposed to be doing what they hired good Circulation people like me for: Checking in books, shelving books, running reports, processing overdue fees â always moving non-stop, an efficient gear in the machine that would help keep my branch operating on a daily basis. I was quietly competent, preferring to keep to myself and pushing through my daily tasks. It was a good place to work. Gwinnett had been named LJâs Library of the Year in 2000, and I was proud everyday I put on my name badge and walked into the circ workroom in the morning. I loved my job and felt like I was part of something special. I had a caring manager who was encouraging me to get back in school and finish my undergrad degree and supportive co-workers who bent over backwards to give me flexibility to take care of my infant whenever he got sick, which was unfortunately too often because he was in daycare. Most importantly, I had a plan. I was going to continue proving my worth so that I could be promoted to Circ Supervisor when the time came. Now there was going to be no Circ Supervisor position. There eventually would be not many Circ Assistants. Eventually, if I was going to have any future in the library system I loved, I was going to have to finish school. But these were all concerns for later. In the mean time, I needed to figure out how to lead this reconfiguration when I had no power over anyone.
- In my branch In my system In my state Across the country
- This has nothing to do with being an extrovert, or a loud mouth, or an attention whore. The focus of building your base is on your work, not on how charismatic you are. Itâs about getting people to trust in your work and your visions for how things could be, so that stakeholders come to you to take risks and not the other way around. When youâre trying to get buy in, youâre asking stakeholders to support you in taking a chance. When you have a fan club, stakeholders look to you to take chances and trust that youâll be successful. This is important because if you get enough fans your leadership will start to take notice and listen. Build street cred: by being exemplary in your routine job duties. You canât influence horizontally let alone vertically if people donât see you as exemplary in the daily stuff. Having street cred Think of it like a bank: You have to build the balance up to make major purchases Take on the jobs that no one wants Look to make impact where your passions are Talk openly about what youâre doing in your impact area and your aspirations for what can be
- This was personal. I knew that everyone â admin, my manager, my co-workers â were watching. I wanted us to be successful so that other branches could see that itâs doable and they can be successful. The vision: This can be a good break from the stress of the reorg. We can be casual, move some stuff, and have a good time The plan: Weâll box up and label the books with my simple processes. The inmates will work with the county construction guys to identify where shelves go and theyâll do the heavy lifting. After they have the frames up and in the right places, weâll come in and put on the shelves. Getting the inmates to work: Dude, we have music and snacks. Do you get that in jail? Lessons: Credibility from one sphere can get you a look in the next, but you have to build new cred quickly Look at the world through their eyes, the old ladies and prisoners. Old ladies were scared, frustrated and upset. Prisoners see this as a cake job, so might not be motivated to work hard. Whatâs âmoneyâ in this situation (currency)? Mine: a simple system for moving a lot shit and calling the shots for how we would do it. Not having to deal with the boss. Old ladies and prisoners: labor Trading: fun work environment with simple process in exchange for earnest work Who are the players? Why should they care? What are their attitudes toward me? Toward each other? What is the money in this situation, the currency? What do I have to give in order to get?
- MPK reconfig This was personal. I knew that everyone â admin, my manager, my co-workers â were watching. I wanted us to be successful so that other branches could see that itâs doable and they can be successful. The vision: This can be a good break from the stress of the reorg. We can be casual, move some stuff, and have a good time The plan: Weâll box up and label the books with my simple processes. The inmates will work with the county construction guys to identify where shelves go and theyâll do the heavy lifting. After they have the frames up and in the right places, weâll come in and put on the shelves. Getting the inmates to work: Dude, we have music and snacks. Do you get that in jail? What I brought to the table: Street cred Likeability A simple plan
- During my last year of undergrad (2004-2005), I had been promoted from what was now called Library Assistant to Library Associate. On top of my daily customer service and information service responsibilities, I was also the branchâs Teen Rep. Teen Reps did programming for teens at the branch-level and generally worked to get teens engaged with the library. I was the teen rep by default, I believe: I was the youngest person on staff and had an atypical physical appearance. The only problem with teen engagement is that they DONâT REALLY CARE ABOUT LAME EDUCATIONAL PROGRAMS. TAB attendance was dismal and usually the kids that did show up only came for the snacks and lament at how lame the library was without offering any solutions. I began to challenge my TAB regulars: âItâs easy to say that something is lame and thereâs nothing for teens in the library. So, pretend that unicorns are real and you have a magic wand, what would you do to fix it?â âOpen mic nights. American Idol style competition. Video games. Single sourced book where someone starts a story and then lots of kids contribute to finish it. You could throw us a concert with your bands!â I was wannabe band manager back then. Kids thought that maybe if we do something big as first event, it could be a big bang to get other teens interested because theyâll see how open we are to their ideas. I was in. Situation: Gwinnett was a very conservative community. The org was not prioritizing teen programming and engagement at the time. Branch manager liked the idea but anticipated significant pushback. I left the idea with her and she said sheâd try to sniff around to see if the Events and Outreach department might be supportive of it. After not hearing anything for about a month and my TAB members asking me about it, I followed up. She said she didnât think it was going to fly. That was it in my mind, so I dropped it. Opportunity: After a system-wide Teen Rep meeting, where I left feeling discouraged by the crappy results most of us were having with TABs, I decided on an impulse that I was going to hang back and talk to the E&O Manager alone. She and I didnât know each other that well, but we had worked in the branch together for a couple of months at MPK. I knew she had a teenage son who played guitar. I would use that as common ground. The Pitch: So, I have this idea thatâs a little off the wall but could help us with teens. I promote a few local rock and metal bands, and theyâd be willing to play a free show at the library. Teens love music. Imagine having a concert in the freaking library of all places! No one would expect it. Teens would show up out of curiosity alone. We have an image problem with teens (queue that Public Relations degree I was earning) because we arenât relevant to them. These kids are going to grow up one day and be paying taxes. Todayâs teens are tomorrowâs taxpayers. And plus, Iâm sure your son would love to play a show with his friends. Response: Thatâs interesting. Iâll get back to you. A week later, I was asked to meet with the library director, the E&O manager, and my branch manager. The director looks at me says: âSo tell me about this rock concert.â I go through spiel again and close with âTodayâs teens are tomorrowâs taxpayers.â Theyâre sold. Roles: director got Board approval. TABs provided input into what they wanted the show to look like and marketed to their peer group. I coordinated with E&O to handle logistics for lights, sounds, and venue setup. I also had to realize that this was no longer my show and final calls would be made by E&O and my branch manager. Business office secured sponsors like Coca Cola, Chik-fila, and a local recording studio who donated free studio time to my bands for participating. Result: My TAB would consistently draw more participants than others while I held that role. Over 350 teen attendees. Teen Reps won the libraryâs Team of the Year award in 2005. The library would later announce to the library board that 2006 would be the Year of the Teen. We raised the profile of teen services for a large library system.
- Influencers strategically take moonshots. Even if you miss, you fall among the stars, and that ainât bad.
- Rapid prototype of LEARN â the one-stop shop for library CE and training. It is designed to be used by both learners and content creators. User permissions dictate what content is visible to a user and how the user can engage with the site. For instance, a CE coordinator has access to Collaboration Connect, File Connect, and State Library Connect, while a typical end user, such as a reference librarian, does not. This mockup is intended to show only the core functionality of the State Library Connect, which presents key information about individual SLAs, including their annual CE Report and staff members who work in CE that have skills and talents to share that may be leveraged in collaborative projects.
- First pitch for LEARN was too much, too soon. Maybe even too esoteric. I needed to step back and prove that I could make the IDEA work locally, even if it was using a commercial solution from a vendor. GLEAN, the Georgia Library Education Access Network was born and has been extremely successful in its one year. People listen now because they can see the vision has legs.
- Halo effects from conferences wear off, but your action can be powerful and permanent. My challenge to you is to look in all of your spheres of influence and to not focus on what is, but ask yourself what if? What if you could move the needle? You can.