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Brazil July 2013

Brazil July 2013






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    Brazil July 2013 Brazil July 2013 Presentation Transcript

    • Leadership and Librarians Stephen Abram, MLS Febab Federacao Florianopolis, Brazil July 11, 2013
    • Where have I learned? • Associations • Jobs • Consortia • Politics • Travel • Mentoring • Training • Projects • Be the change and change the world
    • What is Leadership? Leaders see an improvement to be made – a desirable future state, sometimes before others, and actively seek to achieve those improvements.
    • Who is a Leader? Everyone can lead. Leadership is different from managing or supervising.
    • Lies we tell ourselves • I’m not a leader • Shyness versus introversion • I don’t do presentations to management • People will notice my good work • They’ll read my report, memo . . . • Leadership is someone else’s job • I don’t make the decisions around here… • That’s their responsibility – not mine • Criticism in the absence of constructive criticism and critical thinking
    • Followership
    • 7 Future Driven, Scalable Leadership Training for Librarians • Northern Exposure to Leadership Institute • iSchool at Toronto e.g. Public Library Institute • Crucial Conversations • ALA Emerging Leaders • Mountain Plains Leadership Institute • Tall Texans • Snowbird • iSchool @ Toronto Symposia – MOOCs, Makerspaces, New Measurements, Crowdfunding… • Etc.
    • Recent Research: PhD Dissertations on Leadership in Libraries Mary-Jo Romaniuk, San Jose State Univ. Cheryl Stenstrom, San Jose State Univ. Donna Brockmeyer, Univ. of Saskatchewan, Thomas More College Ken Haycock, Marshall School, University of California 8
    • 9 Research Insights into what Makes a Difference • Passion is foremost • Confidence next • Influence not just Advocacy • Risk Taking – in context • Change Management • Flexibility • Dealing with Ambiguity – having the aptitude to introduce change aligned with the future state. • Influencing Skills = selling ideas
    • 10 What doesn’t help or work • Not taking the long view • A dysfunctional view of time • Being risk averse • Playground competition • Lack of cooperation • Backbiting and blamestorming • Fear of change or, indeed, fear at all • Generally – ‘negativity’
    • SLA Alignment Research Key Highlights: • True Relationships (not just contacts) • Real Networks, Collaboration • Consultation – based on authority, expertise, quality and short conversations • Speed – Save Time • Packaging for Added Value Answers • Educate and Train • Understanding libraries/ians is an underserved and regularly expressed need 11
    • Positioning the Library and Librarian / Library Staff Real professionals have names and reputations What is your value proposition? You versus the library versus the institution? Why do you, the library, or your institution exist?
    • Librarian Magic What are your magic tricks?
    • Smelly Yellow Liquid Or Sex Appeal? The Complex Value Proposition
    • Communication theory: For adults to use a librarian effectively they have to admit that they don’t know something and that requires openness, trust and a peer relationship.
    • Risk Taking in Librarianship Avoiding the triple diseases of: 1. Conflict avoidance 2. Passive resistance 3. Risk aversion
    • Too Much Respect for Rules
    • Fear of Looking Silly
    • Too Little Time
    • Studying Things to Death
    • Not letting ideas grow . . .
    • Fear of Success
    • Failure to Reward Risk
    • Digital risk has raised the bar on risk taking in library land.
    • So Much Complication!
    • Too Much Respect for Tradition While Neglecting to Curate the Future
    • Are there any of these in your library? The Black Hole Sucking the life out of initiative(s)?
    • Grocery Stores
    • Cookbooks, Chefs . . .
    • Cookbooks, Chefs . . .
    • Meals
    • The new bibliography and collection development Ask Us, KNOWLEDGE PORTALS KNOWLEDGE, LEARNING, INFORMATION & RESEARCH COMMONS
    • THE EXPERIENCE OF THE LIBRARY So let’s talk about . . . 36 Human Resources Service Learning Value SIMPLIFY
    • SHARING YOURSELF AND YOU Up Your Game • Embedded team member • Embedded teacher • Embedded research coach • Embedded personal librarian • Re-intermediation • Tools – business cards, e-mail sigs, web pages, social media (Facebook, Twitter, LinkedIn, Tumblr,…)
    • UNCOMFORTABLE CHOICES: SACRIFICE Up Your Game • Dog, Star, Cow, Problem Child/? • Reduce investment in successes – This isn’t a typo • Increase investment in future successes – learn from failing • Look at TCO - Do NOT value your own time at $zero • Look at all costs incurred and not just hard costs • Review the opportunity costs in soft costs (e.g. ILL …)
    • Being Open to Ambiguity Be the Change We Want to See
    • Entering the Knowledge Era • Right answers/facts give way to consensus answers/informed guesses • Information combined with Insight rules • Knowing where and how to look is infinitely more valuable than knowing facts • Knowledge is an immersion environment - an Information Ocean - where are the maps that work here?
    • Five Laws of Library Science • Books are for use. • Books are for all; or, Every reader his book. • Every book its reader. • Save the time of the reader. • A library is a growing organism. S.R. Ranganathan
    • Five New Laws of Library Science • Libraries serve humanity. • Respect all forms by which knowledge is communicated. • Use technology intelligently to enhance service. • Protect free access to knowledge. • Honor the past and create the future. Walt Crawford and Michael Gorman
    • Librarian Core Value Commitments • Democracy • Stewardship • Service • Intellectual Freedom • Privacy • Literacy and Learning • Rationalism • Equity of Access • Building Harmony and Balance – Michael Gorman, Library Journal, April 15, 2001 VALUES
    • To have the right staff Get the right information In the right format To the right people At the right time To make the right decision RIGHT
    • Leadership is People not Projects • "Successful knowledge transfer involves neither computers nor documents but rather interactions between people." Tom Davenport People like librarians, teachers, faculty, counselors, therapists, social workers, advisors, . . .
    • Taking The Knowledge Positioning • Data >>> • Transformations are: • Applying standards • SGML, HTML, Fields, Tags, MARC, normalizing . . . • Information >>> • Transformations are: • Representing data: • Display, Chart, Format, Publish, Aggregate, Picture, Graph, Sort, Rank, Highlight, etc.
    • Taking The Knowledge Positioning Data >>> Information >>> Knowledge > Apply standards Tangible Representations of Data Learning Knowing Filtering Evaluating Balancing
    • Knowledge is not the path to: WISDOM
    • Taking The Knowledge Positioning • Behaviour • Decisions that result in action, even if that action is non-action • Key success factors are intelligent, informed and impactful results • Has value in proportion to its results in the context of the individual or social organization • Measure behavioural impact – don’t just collect statistics.
    • Taking The Knowledge Positioning Data ====> Information =======> Knowledge ======> Behaviour ======> Apply Stand- ards Store & Move Display Chart Graph Publish Picture Format Knowing Learning Filtering Evaluating Gerunds Do Decide Choose Apply Enact Action Verbs
    • Transformational Process • Data • Information • Knowledge • Behaviour • Norm • Form • Transform • Perform Success
    • The Five Stages of Technology Adoption • Awareness • Interest • Evaluation • Trial • Adoption
    • The $60 Million Dollar Question How do we more speedily process our organizations through this cycle? CHANGE
    • • Innovators • Early Adopters • Early Majority • Middle Majority • Laggards • Non-Adopters  2.5%  13 %  17.5 %  33.5 %  17.5%  16% The Classic Corn Research
    • The Classic Corn Research
    • What Favours Rapid Adoption? • Relative Advantage • Compatibility • Complexity • Trialability • Observability
    • The Market Adaptation Sequence • Product Acceptance • Motivation • Confidence Level • Education / Attitude • Acceptance Criteria • Selling Strategy
    • Understanding Adoption Types: Innovators • Technology fascination • Motivation -- Implement New Ideas • Confidence Level High -- experiment, risk • Self taught, independent • Latest technology, few features, performance • Self sold, when turned on, word of mouth
    • Understanding Adoption Types: Early Adopters • The coming thing • Motivation -- leap frog the competition, prove business • Willing to try new things, reasonable risk • Will attend night school to learn • Innovation, better way to do job, selective • Sold on benefits, references, word of mouth
    • Understanding Adoption Types: Late Adopters • Obvious solutions to problems • Motivation --social pressure, fear of obsolescence • No risk, slow to change, needs references • Seminars, proven products, hand holding • Brand important, pay for needed features only, terms & conditions important • Examples, address cost/technical support
    • Understanding Adoption Types: Laggards • Absolute need • Extreme competition/social pressure • Reluctant to change • Will send someone to a seminar, needs proof, ease of use • Lowest cost, competitive terms, brand • Productivity increases, fear
    • What kind of librarian are you? Critical thinker or Criticizer? What is your library culture around change or innovation?
    • Leaders have many modes. They choose to use the personal behaviour that works in the situation. Be 3D or 6D, but not 1D
    • "An optimist is someone who says a glass is half full. A pessimist says it's half empty. A leader might say, "Looks like we've got twice as much glass as we need. Let discuss it."
    • Are you on the ‘hits’ train?
    • DATA
    • Are you locked into a traditional library mindset?
    • What about value and impact?
    • LISTEN TO THE MUSIC IN YOUR HEAD Exercise your mind about the rhythms of your work. . . 87
    • Or shall we stick with this?
    • Algorithms • Search differentiator • Commercial algorithms versus those based on big data • Measuring end user success versus known item retrieval… • “Romeo and Juliet” • Problems with the unmonitored trial – Wrong tests – Poor sampling – Mindset issues
    • Sharing Learning and Research • Usability versus User Experience • End users versus librarians • Known item retrieval (favourite test) versus immersion research • Lists versus Discovery • Scrolling versus pagination • Devices and browsers and agnosticism • Satisfaction and change • Individual research experience vs. impacts on e- courses, LibGuides, training materials, etc.
    • Focus and Understand on the Whole Experience
    • Statistics, Measurements and Analytics • Counter & Sushi data are very weak metrics that don’t provide insights into the critical stuff • Database usage (unique user, session, length of session, hits, downloads, etc.) • Web and Google Analytics (6,000+ websites) • Foresee satisfaction and demographic data • Search Samples (underemphasized at this point.) • Time of Year Analysis • ILS Data (from clients &n partnerships) • Geo-IP data, analytics and mapping. • Impact studies and sampling – especially on training • Gaining insight from information and data
    • Analytics
    • Conclusion: 28 Key Tips  Good not Perfect  It’s not the steps that cause delays in development - it’s the space between the steps  No mistake is ever final.  Freeze and Go! The right metaphor is seasonal change - not revolution or evolution  Prefer action over study: If you’re studying something to death - remember that death was not the original goal!
    • Conclusion: 28 Key Tips  Mock-Up, Build, Rebuild, Beta, Pilot, Launch, Re-Do  Remember the rule of six (6). You get very diminishing returns after asking the same question of like people.  Remember the 15% rule: Humans have extreme difficulty in actually seeing a difference of less than 15%.
    • Conclusion: 28 Key Tips  Use the 70/30 rule: “I agree with 70% and can live with the other 30%.”  Remember the old 80/20 rule standby: No matter how few or many users you have, 80% of your usage/revenue/etc. will come from 20% of your users.  Remember the 90/10 rule. 90% of your costs are in implementation, not development.
    • Conclusion: 28 Key Tips “Productize”: Be able to physically point at your product or service.  Get out of your box! It is unlikely that you are the alpha user profile.  You can’t step in the same river twice. Your knowledge of the new development means you probably cannot see the potential pitfalls.
    • Conclusion: 28 Key Tips  Understand the differences between features, functions and benefits.  Understand your customer and don’t assume - TEST.  Don’t just ask your clients what they do, will do or want. OBSERVE them.  Have a vision and dream BIG!
    • Conclusion: 28 Key Tips  Ask the three magic questions: What keeps you awake at night? If you could solve only one problem at work, what would it be? If you could change one thing and one thing only, what would it be?  Never underestimate the user – especially students.  Seek the real user.
    • Conclusion: 28 Key Tips  Respect information literacy, learning styles and multiple intelligence.  Understand the adoption curve.  Do research for yourself too. Set up alerts on your hot issues.  Bring management on side first, then customers and users, BEFORE you launch.
    • Conclusion: 28 Key Tips  Feedback is a gift - you can keep it, return it, hide it in the closet. Don’t overvalue one piece of out-of-context feedback or let it loom out of perspective and balance.  Measure - don’t just count: Decision-makers CANNOT interpret your statistics.  When you have 100 options to choose from the critical skill isn’t choosing 5 but sacrificing 95.
    • The Library as Sandbox
    • Stephen Abram, MLS, FSLA Consultant, Dysart & Jones/Lighthouse Partners Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Facebook, Pinterest, Tumblr: Stephen Abram LinkedIn: Stephen Abram Twitter: @sabram SlideShare: StephenAbram1