SlideShare a Scribd company logo
Influencing 
Skills for 
Librarians 
Stephen Abram, MLS 
OLS North Conference 
Sept. 24, 2014
These Slides are Available 
• Stephen’s Lighthouse.com 
• Slideshare.net 
• At the conference site 
• In French and English 
• Feel free to download, read, and re-use.
What is FOPL? 
• Simply put: Ontario’s Public Libraries. 
• Now more than ever before, we play a critical role in the social, 
educational, cultural and economic success of the communities in our 
province. Public Libraries are an essential investment in the future of our 
communities and are essential drivers of success in school preparedness, 
reading readiness, economic and employment success, and social equity. 
As the development of the knowledge economy progresses, public 
libraries are a vital link for every resident and every community to ensure 
success of all Ontarians, regardless of location or background. 
3
FOPL Talking Points 
The Public Library value proposition is strong 
and includes (but isn’t limited to): 
– Excellent Return on Investment 
– Strong Economic Development 
– Great Employment Support 
– Welcoming New Canadians 
– Provable Early Literacy Development 
– Ongoing Support for Formal Education and Homework Help 
– Serve the whole community equitably 
– Affordable access to community resources 
– Access to Government Services and e-government 
– Questions Deserve Quality Answers 
– Support Cultural Vitality 
– Recognized and Valued Leisure Activities for majority of Ontarians 
4
Specifics 
• Homework positioning 
• Seniors positioning 
• Economic Positioning 
• Early Years Positioning 
• eGovernment 
• Digital Divide and Access Divide 
• Infrastructure capacity 
• + + +
What’s the ‘Problem”? 
• We have a very COMPLEX (not complicated) 
value proposition 
• We have great competencies BUT we need to 
up our game on influence, advocacy, and 
focus. 
6
7 
Public Libraries Transform 
Communities 
• 98.8% of Ontarians have access to public library service. 
• 427 municipalities offer public library service through 1,085 service 
outlets. 
• 5.0 million Ontario residents have active library cards. 
• Ontarians borrow 128.0 million items a year. 
• Ontario’s public libraries provide access to 10,474 public computer 
workstations, and hundreds of online resources. 
• Ontario’s public libraries offer 152,552 programs with annual 
attendance of 3,011,116 people. 
Source: 2009 Ontario Public Library Statistics, Ontario Ministry of 
Culture.
IDEAS are the Currency of Influence
Olsn advocacy
Olsn advocacy
Influence out of context is just a party conversation. 
START WITH THE “WHY?”
The Essential Definitions
Advocacy is Different 
• Public Relations is getting your library’s 
message across – This is who we are and what 
we do, where and for whom. 
• Marketing is understanding your customer 
and how to best deliver services and products 
• Advocacy is marketing an ISSUE. Support and 
awareness are built incrementally. Advocacy is 
an agenda and not an event!
Propaganda bad, Spin good.
Ask Yourself . . . 
How do libraries differ as an issue? 
Are libraries different than other community 
or tax funded services? 
Are librarians different than libraries? 
View from the listener’s point of view and 
experience?
Selling Ideas 
You are engaging in an INFLUENCE 
agenda. 
Selling is not a dirty word! 
Politics is not a dirty word!
Selling Yourself 
You are engaging in a long term relationship! 
Invest your personality 
Position Yourself and not merely your 
library’s resources and spaces. . .
What are you selling? 
YOUR COMMUNITY IMPACT AND VALUE 
YOUR RESOURCES BUT AS THE FOUNDATION FOR 
OUTPUTS NOT INPUTS 
YOUR COMPETENCIES – NOT JUST YOUR SKILLS 
YOUR INSIGHTS AND ADVICE 
YOUR NETWORK AND CONNECTIONS 
YOU!
Managing Your Brand Equity 
• Your social presence in person 
– Dress 
– Voice 
– Office 
– Handshake 
– Active listening 
– Conversation pieces 
– The Introvert Advantage
Managing Your Brand Equity 
• Your digital social presence 
– LinkedIn 
– Facebook 
– Twitter 
– Website 
– e-mail signature 
– Digital photo(s) 
– Google search 
– Publications 
– SEO SMO GEO
To whom must you advocate? 
• Your board of directors… 
• Your community - Users, non-users, 
clients, customers… 
• Politicians and councils 
• Users, clients, customers… 
• Vendors… 
• Who else?
Your Network
Essentials for Advocacy 
• Someone who cares 
• Courage 
• Trustworthiness 
• Passion 
• Belief 
• Proofs 
• Stories and Knowledge 
• Respect for whom you need to influence 
• Understanding beyond caricature (e.g. Politicians, the 
“Boss”, Teens, Seniors, The “Public”, Vendors...)
Definitions 
"Advocacy is planned, deliberate, sustained 
effort to develop understanding and support 
incrementally over time." 
- Dr. Ken Haycock
When is Advocacy Needed? 
Before you 
need it!!
AIDA: Attention, Interest, Desire, Action 
‘
Issues and Timing
Why is Advocacy Needed? 
• Is our environment changing? Then you need to advocate and re-position. 
• Are consumer or community expectations changing? 
• Survive or Thrive? Choose words carefully since they frame 
understanding . . . 
• To avoid downsizing of locations, budgets, staff, collections that 
hurt end-user success, opportunities and goals 
• To address shallow thinking about the web, access, electronic 
resources like e-books, or the role of community libraries 
• To speak up for the silent majority of library users 
• To position libraries in the minds of funders and decision-makers 
• To prepare for future success and to build a well of support and 
goodwill 
• To inoculate against political trends and competition for resources 
and capital within communities (police, fire, parks, etc.)
Advocacy 
Activities 
Must 
Be 
PLANNED!
Crafting messages 
Am I an introvert or extrovert or somewhere in between? 
Who is the general audience? Who is interested? 
What interests them? 
What should I do to pique their interest? 
Will they agree with what I have to say? 
And will they commit or just nod? 
If not (which will likely be the case!) what counter-arguments 
should I be prepared to answer?
Key Tactical Tips 
• Mirror body image and stance 
• Introduce others 
• Lead the conversation 
• Engage and Disengage 
• Share your ideas 
• People don’t care how much you know until 
they know how much you care. 
• Follow through
Logic and values 
Bias: Impact, Quality, Speed, Time-savings, Authority, 
Comprehensiveness, strategic alignment with 
community needs,... the Truth?! 
Why do you think there’s a problem at all? 
Is it conceptual or pragmatic? What are the costs? Is their 
perception of the ‘issue’ the same as your’s? Competition? 
What kind of solution do you propose? 
Does it ask me to do something or to understand something? 
Does it match the problem exactly? 
Is it a relatively better way, compatible with my methods, 
less complex, trialable, and observable?
Plan within a plan 
• Identify your goal and message 
• Establish relationships with key decision makers 
• Work with key stakeholders, find new friends 
• Link with groups that may influence decisions 
• Stay up-to-date with research 
• Keep plans ongoing
Lobbying 
Grassroots 
Partnering
Robert Cialdini's Six Tactics 
• Authority 
• Consistency and 
commitment 
• Liking 
• Reciprocity 
• Scarcity 
• Social proof
Homework 
1. Identify two to three stakeholders in your 
local setting. 
2. Learn two things about those stakeholders 
that can help you make meaningful contact 
with each. 
Questions?
Seeking and Getting Attention 
Hints
The Value of Conversations 
source: http://www.distilled.co.uk/blog/wp-content/ 
uploads/2009/05/conversation.jpg
Beyond Elevator Speeches
The Elevator Speech
Timmies’ Coffee 
http://lh4.googleusercontent.com/_ioCJ2kqZyyU/TWY39FR9okI/AAAAAAAAFT4/HkdkuHriXFY/s1400/020611-Tim-Hortons-001a.jpg
The Quick Break: Hot Dogs or Deli
Lunch
Social – Out(standing) in the Field
Can You Stand Out in a Crowd?
Metrics 
• Traditional versus New Statistics / Altmetrics 
• Statistics versus Measurements 
• Visualizations 
• Impact Studies using sampling 
• Geo-IP data 
• Massive increases in virtual usage 
• Social Media 
• Satisfaction surveys
Olsn advocacy
Olsn advocacy
Learn to tell a 
story for 
influence and 
not just 
Information 
and 
entertainment
VIP 
• Value 
• Impact / Influence 
• Positioning 
50
Elections (Oct. 25th!): We can . . . 
1. Inform our communities about the vital role 
of libraries in the overall community priorities 
context. 
2. Talk to and engage community groups that 
value the public library. 
3. Engage and Educate politically active citizens 
in their roles as trustees, incumbents, 
candidates, and political activists. 
51
Short list of Election Ideas 
• All-candidate meetings in libraries 
• Voter registration tables in library branches 
• Poll stations in library branches on Election Day 
• Social media information strategies about the economic, social, learning and cultural impact 
of libraries 
• Educational activities about the proven impact of public libraries 
• Offer columns and articles to print media on major issues - print media shines during an 
election. Be strategic. 
• Offer programs on understanding the local election process for teens, young adults, new 
Canadians, etc. Invite seasoned politicians and candidates to present. 
• Up your TOUR game for community, candidates, counsellors and add photo-ops. 
• Do a census of your employees. Do you know whom they know? 
• Create events to get your message out there. Have volunteer thank you events 
• Make everything viral. Use tools like social media, infographics, annual reports, and online 
videos to position the library's goodness and impact well and memorably. 
• Strategically determine the timing of your educational activities value of your library 
• Review your distribution lists to assess what you can use them for promotion 
52
Qualities of Effectiveness 
53 
• LISTEN first 
• Be visible 
• Be likable 
• Be FOR something . . . not just against a policy or 
position. 
• Be memorable 
• Thank supporters for the past support - well and 
often 
• Follow up with a thank you note 
• And don't complain, whine, attack, or be 
memorably negative.
The Players 
54 
• Library board members (trustees) 
• The CEO 
• Library management team 
• Library staff 
• The union leadership 
• Community partners 
• Other municipal departments (that may be partners or 
competitors for public or funding attention) 
• Cardholders 
• The community (groups, associations, individuals, donors) 
• Your associations (FOPL, OLA, OLBA, OPLA, AMPLO, ARUPLO, 
CELUPL, CULC) and suppliers (SOLS, OLS-N, vendors) who 
have a shared interest in your success.
Tips 
• Be short and to the point 
• Avoid library jargon 
• Be visual (pictures and charts) 
• Avoid raw statistics and instead show 
measurements and impact 
• Make your point about impact memorable. 
• Train everyone connected to your talking points 
so that they can follow up and not just parrot. 
55
The Impact Factor Checklist 
• Brief 
• Succinct 
• Complete 
• Intelligible 
• Shock Value/Surprise 
• Upbeat 
• Illustrative 
• Appropriate 
• Personable 
• Memorable 
• Inspirational 
• Actionable 56
Test Your Story(ies) using these ?’s 
• Is it short and sweet? Can listeners quickly get the message and repeat it to others 
later 
• Is there just enough detail to get the point across or does it wander? 
• Does if answer the basic questions: Who? What? When? Where? How? 
• Will your audience appreciate the situation you are describing? Does this tale 
resonate? 
• Is the situation unusual in any way? Can the ending be predicted? Where’s the 
“punch line”? Are they likely to retell it? 
• Does the story have a happy ending? Finish on a high note. 
• Does this story implicitly illustrate an impact the library made and the outcome 
you want? 
• Does this story fit with your main business? 
• Will the audience identify with or care about your story’s hero? 
• Will the listener be able to remember this story? Can it be easily retold? 
• Does the story have the potential to cause listeners to think about what it means 
to them? 
• Does the story have the potential to spring the listener to a new level of 
understanding and action? 57
Implementation: Talking Point Tools 
• Tools 
– Presentations 
– Handouts 
– Annual Reports 
– Video (YouTube) 
– Social Media (Facebook, 
Twitter, Pinterest, 
Instagram, Tumblr, Flickr, 
etc.) 
– Press releases 
– Print Media 
– Events 
58
Strategies – P’s and C’s and more 
• Who? 
• What? 
• Where? 
• When? 
• Why? 
• How? 
• (News) 
• Product 
• Place 
• Positioning 
• Promotion 
• People 
• Price 
• Public 
Relations 
• (Kotler) 
59 
 Plan 
 Ploy 
 Pattern 
 Priorities 
 Position 
 Perspective 
 (Mintzberg) 
 Concept 
 Common Interest 
 Community 
 Context 
 Creativity 
 Content 
 Climate 
 Collaborators 
 Counsellors 
 Competitors 
 Citizens 
Proper Planning Prevents Poor Performance
Testimonials and Word-of-Mouth
Find Target, Aim, Shoot, Check-in
Be The Sun
Stand Out in a Crowd
Ask for It!
Drive them 
to what 
they want
Olsn advocacy
Speak 
Up!
Money is not the key.
TIME IS THE KEY
Thank Heaven You Have the Library!
The Virtual Handout (English Content) 
• Value of Libraries Megapost 
http://stephenslighthouse.com/2013/08/29/value-of-libraries-megapost/ 
• The Value of Public Libraries 
http://stephenslighthouse.com/2010/04/06/the-value-of-public-libraries/ 
• The Value of School Libraries 
http://stephenslighthouse.com/2010/04/06/the-value-of-school-libraries/ 
• The Value of Academic and College Libraries 
http://stephenslighthouse.com/2010/04/07/value-of-academic-and-college- 
libraries/ 
• The Value of Special Libraries 
http://stephenslighthouse.com/2010/04/07/value-of-special-libraries/ 
• Library Advocacy: Save the Library Campaigns 
http://stephenslighthouse.com/2010/04/01/save-the-library-campaigns/ 
• Springboard Stories 
http://stephenslighthouse.com/2010/04/07/having-the-value-conversation- 
springboard-stories/ 
• Cheryl Stenström's dissertation 
• http://eprints.qut.edu.au/59510/
Thanks! 
Stephen Abram, MLS, FSLA 
Federation of Ontario Public Libraries 
Lighthouse Consulting 
Cel: 416-669-4855 
stephen.abram@gmail.com 
Stephen’s Lighthouse Blog 
http://stephenslighthouse.com

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Olsn advocacy

  • 1. Influencing Skills for Librarians Stephen Abram, MLS OLS North Conference Sept. 24, 2014
  • 2. These Slides are Available • Stephen’s Lighthouse.com • Slideshare.net • At the conference site • In French and English • Feel free to download, read, and re-use.
  • 3. What is FOPL? • Simply put: Ontario’s Public Libraries. • Now more than ever before, we play a critical role in the social, educational, cultural and economic success of the communities in our province. Public Libraries are an essential investment in the future of our communities and are essential drivers of success in school preparedness, reading readiness, economic and employment success, and social equity. As the development of the knowledge economy progresses, public libraries are a vital link for every resident and every community to ensure success of all Ontarians, regardless of location or background. 3
  • 4. FOPL Talking Points The Public Library value proposition is strong and includes (but isn’t limited to): – Excellent Return on Investment – Strong Economic Development – Great Employment Support – Welcoming New Canadians – Provable Early Literacy Development – Ongoing Support for Formal Education and Homework Help – Serve the whole community equitably – Affordable access to community resources – Access to Government Services and e-government – Questions Deserve Quality Answers – Support Cultural Vitality – Recognized and Valued Leisure Activities for majority of Ontarians 4
  • 5. Specifics • Homework positioning • Seniors positioning • Economic Positioning • Early Years Positioning • eGovernment • Digital Divide and Access Divide • Infrastructure capacity • + + +
  • 6. What’s the ‘Problem”? • We have a very COMPLEX (not complicated) value proposition • We have great competencies BUT we need to up our game on influence, advocacy, and focus. 6
  • 7. 7 Public Libraries Transform Communities • 98.8% of Ontarians have access to public library service. • 427 municipalities offer public library service through 1,085 service outlets. • 5.0 million Ontario residents have active library cards. • Ontarians borrow 128.0 million items a year. • Ontario’s public libraries provide access to 10,474 public computer workstations, and hundreds of online resources. • Ontario’s public libraries offer 152,552 programs with annual attendance of 3,011,116 people. Source: 2009 Ontario Public Library Statistics, Ontario Ministry of Culture.
  • 8. IDEAS are the Currency of Influence
  • 11. Influence out of context is just a party conversation. START WITH THE “WHY?”
  • 13. Advocacy is Different • Public Relations is getting your library’s message across – This is who we are and what we do, where and for whom. • Marketing is understanding your customer and how to best deliver services and products • Advocacy is marketing an ISSUE. Support and awareness are built incrementally. Advocacy is an agenda and not an event!
  • 15. Ask Yourself . . . How do libraries differ as an issue? Are libraries different than other community or tax funded services? Are librarians different than libraries? View from the listener’s point of view and experience?
  • 16. Selling Ideas You are engaging in an INFLUENCE agenda. Selling is not a dirty word! Politics is not a dirty word!
  • 17. Selling Yourself You are engaging in a long term relationship! Invest your personality Position Yourself and not merely your library’s resources and spaces. . .
  • 18. What are you selling? YOUR COMMUNITY IMPACT AND VALUE YOUR RESOURCES BUT AS THE FOUNDATION FOR OUTPUTS NOT INPUTS YOUR COMPETENCIES – NOT JUST YOUR SKILLS YOUR INSIGHTS AND ADVICE YOUR NETWORK AND CONNECTIONS YOU!
  • 19. Managing Your Brand Equity • Your social presence in person – Dress – Voice – Office – Handshake – Active listening – Conversation pieces – The Introvert Advantage
  • 20. Managing Your Brand Equity • Your digital social presence – LinkedIn – Facebook – Twitter – Website – e-mail signature – Digital photo(s) – Google search – Publications – SEO SMO GEO
  • 21. To whom must you advocate? • Your board of directors… • Your community - Users, non-users, clients, customers… • Politicians and councils • Users, clients, customers… • Vendors… • Who else?
  • 23. Essentials for Advocacy • Someone who cares • Courage • Trustworthiness • Passion • Belief • Proofs • Stories and Knowledge • Respect for whom you need to influence • Understanding beyond caricature (e.g. Politicians, the “Boss”, Teens, Seniors, The “Public”, Vendors...)
  • 24. Definitions "Advocacy is planned, deliberate, sustained effort to develop understanding and support incrementally over time." - Dr. Ken Haycock
  • 25. When is Advocacy Needed? Before you need it!!
  • 26. AIDA: Attention, Interest, Desire, Action ‘
  • 28. Why is Advocacy Needed? • Is our environment changing? Then you need to advocate and re-position. • Are consumer or community expectations changing? • Survive or Thrive? Choose words carefully since they frame understanding . . . • To avoid downsizing of locations, budgets, staff, collections that hurt end-user success, opportunities and goals • To address shallow thinking about the web, access, electronic resources like e-books, or the role of community libraries • To speak up for the silent majority of library users • To position libraries in the minds of funders and decision-makers • To prepare for future success and to build a well of support and goodwill • To inoculate against political trends and competition for resources and capital within communities (police, fire, parks, etc.)
  • 30. Crafting messages Am I an introvert or extrovert or somewhere in between? Who is the general audience? Who is interested? What interests them? What should I do to pique their interest? Will they agree with what I have to say? And will they commit or just nod? If not (which will likely be the case!) what counter-arguments should I be prepared to answer?
  • 31. Key Tactical Tips • Mirror body image and stance • Introduce others • Lead the conversation • Engage and Disengage • Share your ideas • People don’t care how much you know until they know how much you care. • Follow through
  • 32. Logic and values Bias: Impact, Quality, Speed, Time-savings, Authority, Comprehensiveness, strategic alignment with community needs,... the Truth?! Why do you think there’s a problem at all? Is it conceptual or pragmatic? What are the costs? Is their perception of the ‘issue’ the same as your’s? Competition? What kind of solution do you propose? Does it ask me to do something or to understand something? Does it match the problem exactly? Is it a relatively better way, compatible with my methods, less complex, trialable, and observable?
  • 33. Plan within a plan • Identify your goal and message • Establish relationships with key decision makers • Work with key stakeholders, find new friends • Link with groups that may influence decisions • Stay up-to-date with research • Keep plans ongoing
  • 35. Robert Cialdini's Six Tactics • Authority • Consistency and commitment • Liking • Reciprocity • Scarcity • Social proof
  • 36. Homework 1. Identify two to three stakeholders in your local setting. 2. Learn two things about those stakeholders that can help you make meaningful contact with each. Questions?
  • 37. Seeking and Getting Attention Hints
  • 38. The Value of Conversations source: http://www.distilled.co.uk/blog/wp-content/ uploads/2009/05/conversation.jpg
  • 42. The Quick Break: Hot Dogs or Deli
  • 43. Lunch
  • 44. Social – Out(standing) in the Field
  • 45. Can You Stand Out in a Crowd?
  • 46. Metrics • Traditional versus New Statistics / Altmetrics • Statistics versus Measurements • Visualizations • Impact Studies using sampling • Geo-IP data • Massive increases in virtual usage • Social Media • Satisfaction surveys
  • 49. Learn to tell a story for influence and not just Information and entertainment
  • 50. VIP • Value • Impact / Influence • Positioning 50
  • 51. Elections (Oct. 25th!): We can . . . 1. Inform our communities about the vital role of libraries in the overall community priorities context. 2. Talk to and engage community groups that value the public library. 3. Engage and Educate politically active citizens in their roles as trustees, incumbents, candidates, and political activists. 51
  • 52. Short list of Election Ideas • All-candidate meetings in libraries • Voter registration tables in library branches • Poll stations in library branches on Election Day • Social media information strategies about the economic, social, learning and cultural impact of libraries • Educational activities about the proven impact of public libraries • Offer columns and articles to print media on major issues - print media shines during an election. Be strategic. • Offer programs on understanding the local election process for teens, young adults, new Canadians, etc. Invite seasoned politicians and candidates to present. • Up your TOUR game for community, candidates, counsellors and add photo-ops. • Do a census of your employees. Do you know whom they know? • Create events to get your message out there. Have volunteer thank you events • Make everything viral. Use tools like social media, infographics, annual reports, and online videos to position the library's goodness and impact well and memorably. • Strategically determine the timing of your educational activities value of your library • Review your distribution lists to assess what you can use them for promotion 52
  • 53. Qualities of Effectiveness 53 • LISTEN first • Be visible • Be likable • Be FOR something . . . not just against a policy or position. • Be memorable • Thank supporters for the past support - well and often • Follow up with a thank you note • And don't complain, whine, attack, or be memorably negative.
  • 54. The Players 54 • Library board members (trustees) • The CEO • Library management team • Library staff • The union leadership • Community partners • Other municipal departments (that may be partners or competitors for public or funding attention) • Cardholders • The community (groups, associations, individuals, donors) • Your associations (FOPL, OLA, OLBA, OPLA, AMPLO, ARUPLO, CELUPL, CULC) and suppliers (SOLS, OLS-N, vendors) who have a shared interest in your success.
  • 55. Tips • Be short and to the point • Avoid library jargon • Be visual (pictures and charts) • Avoid raw statistics and instead show measurements and impact • Make your point about impact memorable. • Train everyone connected to your talking points so that they can follow up and not just parrot. 55
  • 56. The Impact Factor Checklist • Brief • Succinct • Complete • Intelligible • Shock Value/Surprise • Upbeat • Illustrative • Appropriate • Personable • Memorable • Inspirational • Actionable 56
  • 57. Test Your Story(ies) using these ?’s • Is it short and sweet? Can listeners quickly get the message and repeat it to others later • Is there just enough detail to get the point across or does it wander? • Does if answer the basic questions: Who? What? When? Where? How? • Will your audience appreciate the situation you are describing? Does this tale resonate? • Is the situation unusual in any way? Can the ending be predicted? Where’s the “punch line”? Are they likely to retell it? • Does the story have a happy ending? Finish on a high note. • Does this story implicitly illustrate an impact the library made and the outcome you want? • Does this story fit with your main business? • Will the audience identify with or care about your story’s hero? • Will the listener be able to remember this story? Can it be easily retold? • Does the story have the potential to cause listeners to think about what it means to them? • Does the story have the potential to spring the listener to a new level of understanding and action? 57
  • 58. Implementation: Talking Point Tools • Tools – Presentations – Handouts – Annual Reports – Video (YouTube) – Social Media (Facebook, Twitter, Pinterest, Instagram, Tumblr, Flickr, etc.) – Press releases – Print Media – Events 58
  • 59. Strategies – P’s and C’s and more • Who? • What? • Where? • When? • Why? • How? • (News) • Product • Place • Positioning • Promotion • People • Price • Public Relations • (Kotler) 59  Plan  Ploy  Pattern  Priorities  Position  Perspective  (Mintzberg)  Concept  Common Interest  Community  Context  Creativity  Content  Climate  Collaborators  Counsellors  Competitors  Citizens Proper Planning Prevents Poor Performance
  • 61. Find Target, Aim, Shoot, Check-in
  • 63. Stand Out in a Crowd
  • 65. Drive them to what they want
  • 68. Money is not the key.
  • 69. TIME IS THE KEY
  • 70. Thank Heaven You Have the Library!
  • 71. The Virtual Handout (English Content) • Value of Libraries Megapost http://stephenslighthouse.com/2013/08/29/value-of-libraries-megapost/ • The Value of Public Libraries http://stephenslighthouse.com/2010/04/06/the-value-of-public-libraries/ • The Value of School Libraries http://stephenslighthouse.com/2010/04/06/the-value-of-school-libraries/ • The Value of Academic and College Libraries http://stephenslighthouse.com/2010/04/07/value-of-academic-and-college- libraries/ • The Value of Special Libraries http://stephenslighthouse.com/2010/04/07/value-of-special-libraries/ • Library Advocacy: Save the Library Campaigns http://stephenslighthouse.com/2010/04/01/save-the-library-campaigns/ • Springboard Stories http://stephenslighthouse.com/2010/04/07/having-the-value-conversation- springboard-stories/ • Cheryl Stenström's dissertation • http://eprints.qut.edu.au/59510/
  • 72. Thanks! Stephen Abram, MLS, FSLA Federation of Ontario Public Libraries Lighthouse Consulting Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com