Brussels nato may2014


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Brussels nato may2014

  1. 1. PROVOCATIONs: Library Leadership in the International Arena Thursday May 22, 2014 NATO Libraries Stephen Abram, MLS
  2. 2. 2 • What leadership is needed? • Top down or bottom up? • Culture of experimentation and pilots? • Relationships? • Network effect? • Competencies and Skills? • Attitudes or Aptitudes? • What is the nature of ‘conversation’?
  3. 3. 3 NATO is very complex and complicated • Secret and Public • Management and Implementer • Local and distant service populations – end users • Trans-national and global • Difficult barriers to success • You’re a rare instance of a multi-type system (that lacks a system basis) ▫ Special Libraries (Government, Military, Policy, etc.) ▫ Academic Libraries: College, University, Professional and continuing Education ▫ School Libraries ▫ Public Libraries ▫ Infrastructure Librarians (IT, IS, Content, Intranet, etc.)
  4. 4. 4 Partnerships and Collaboration • The only choice • Internal partnerships matter – don’t give power or seek power – act as a peer • Purchasing and developing products and services alone is the MOST expensive ways to achieve. It’s also the slowest. • ASK and No is not an answer, or at least a full answer.
  5. 5. 5 The 8 Elements of a Well-launched Project • An Idea • Clarify the Situation • Convert the Idea to a Statement of Work • Clarify what the task is Not • State the Expected Results, key milestones and major deliverables • Select the People needed to complete the task • Allocate Resources to do the job well • Specify how Success will be measured, rewarded and sustained over time
  6. 6. Differences in the Private and Public Sector Approaches to Development Private Sector  Competitive advantage is the ideal  Innovation is key to long- term existence  Focus on clients and marketshare  Business strategies  Responsibility to shareholders or owner/investors  Increasing revenue  Risk oriented  Economic success is a prime personal motivator  Competitors, partners and allies  e-Business is the challenge  Focus on “results” Public Sector  Collaborative advantage is the ideal  Good service is the key to long-term existence  Focus on citizens and social contract  Political agendas and government imperatives  Responsibility to parliament and to citizens  Wise use of tax dollars  Risk averse  Making a positive impact on society is a strong motivator  Other departments, levels of government, unions  e-Government is the challenge  Focus on “process”
  7. 7. Stop the Insanity Tech is a tool Tech is an opportunity Innovation involves risk The biggest risk is not taking any. 8
  8. 8. 13 Stop Having and Engaging in BS Discussions • Libraries are more relevant than ever • We have no good reason to be on the defence • Reading is UP • E-Books aren’t replacing p-Books - the dynamic is a new hybrid marketplace • E-Books have benefits that p-Books don’t • Librarians are being hired and doing well • Change is our tradition • This new normal requires specialized professionals like us.
  9. 9. 14 Comprehensive Digital Strategies: More than just Content!
  10. 10. Digital is more complicated than Print.
  11. 11. 16 Biggest Issue: Getting Lost in the Reeds
  12. 12. Understand the difference between Search and Find • Roy Tennant and I have been saying for years: “Users want to find not search”. • Librarians enjoy the challenge of search and try to create mini- librarians. • Information literacy is different than contextual information fluency. •The user experience is mostly “elsewhere”. • Learning, research and decision-making processes trump search.
  13. 13. Understand the difference between the roles of discovery services and native search • Search & Find • Integration of internal/external information • Search is the identification of potential objects to read or view in either a known item retrieval scenario or – more importantly – an immersion environment where choices are made. • Until recently, we handled immersion environments in the context of defined subsets of content (a single database or small group). • Discovery services are one step before search – the identification and discovery of the resources (databases) that are worth searching.
  14. 14. And the Algorithm Understanding Failure 19 The power of algorithm is in the target user needs, the institutional needs, and the behavioral history . . . Not the underlying content Are there any real national initiatives to understand and differentiate library end user behaviors from Google commercial constructs? (yes but …)
  15. 15. Get the naming and labeling right • Vendors must develop unique names and brands for their services to meet positioning, marketing and sales needs to you. • There is no need for you to fall in line and pass through these names – or worse try to train end users to know hundreds of them! • Can anyone defend using these titles to be the single most important label for end users? MLA, Scopus, Compendex, ABI/Inform . . .? • Honestly! The needs of trademark law don’t match the needs of users to identify resources.
  16. 16. Are you using numbers strategically? • Statistics versus measurements • Satisfaction and Impact • Visual versus data • Stories build on data springboards • Are your numbers showing customer satisfaction or just activity? • Do you trust your numbers (It’s easy to mess with an interface and increase hits or whatever statistics you’re using.) • How can the vendor help your numbers issues and insights?
  17. 17. Until lions learn to write their own story, the story will always be from the perspective of the hunter not the hunted.
  18. 18. 23 Library Advocacy: The Lion's Story • Are you framing your library's story well? • Are you sharing measurements about your impact, or still beating the drum of raw statistics that show funders where to cut? • Are you using great gift of social media to engage and get your message out. • Has your library's marketing and communication plan stepped up to the 21st Century? • Are we ready for advanced data mining of our websites, circulation and membership records? • Are you ready for the reach beyond outreach? • What are the skills and competencies that library teams need?
  19. 19. First . . . Let’s stop using the word advocacy Let’s discuss influence and being influential . . .
  20. 20. Second . . . Let’s start using verbs to describe ourselves in the context(s) of our members, audiences and communities. 25
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  23. 23. Smelly Yellow Liquid ? Or Sex Appeal ?
  24. 24. Third . . . Learn and use the language of benefits – not features, functions and processes.
  25. 25. Fourth . . . Let’s build on our legacy of trust and respect and our foundation of collections and places to shine
  26. 26. 31 Foundations
  27. 27. 32 House
  28. 28. 33 Home
  29. 29. Fifth . . . Let’s emphasize the humans that make the magic happen . . . Library staff
  30. 30. 35 Librarian and Staff Magic Should Not be Invisible
  31. 31. Grocery Stores
  32. 32. Cookbooks, Chefs . . .
  33. 33. Cookbooks, Chefs . . .
  34. 34. Meals
  35. 35. Sixth . . . Let’s focus on VALUE, IMPACT, and POSITIONING (VIP) What’s the music and magic you hear? Play? Do? RockStar Librarians
  36. 36. Are you locked into library financial mindsets?
  37. 37. What about value and impact?
  38. 38. Or shall we stick with this?
  39. 39. It’s the stories that happen inside your library that matter . . . Not just the ones you have on the shelves. Tell those stories Encourage the heart . . . Better yet . . . Collect the stories in your users’ voices
  40. 40. Sustaining Relevance Being Relevant Communicating VIP Real relationships Being a ‘real’ professional
  41. 41. Personal and Institutional Impact: Strategies and Tactics Let’s talk . . . Why is the staff invisible on your virtual presence?
  42. 42. 52 Important Strategic Issues 1. Investing for success 2. Strategic budgeting 3. Developing a culture of controlled risk 4. Learning to de-invest, sacrifice, stop, and grow. 5. “A library is a growing organism.”
  43. 43. Library Land What changes, disruptions and shifts are already in the environment?
  44. 44. Millennials & changing user behaviours Cloud Algorithmic search and mapping Streaming media content and new forms Advanced text –not just easy e-books eLearning & MOOCs Gamification Mobility and fluid content Discovery and metadata vaults (DPLA, OCLC, Eurpeana)
  45. 45. What kinds of community spaces are needed in the future? Can you support learning spaces, community meeting spaces, performance spaces, maker spaces, real advisory spaces, true relationship and consultation management . . .?
  46. 46. What if all metadata and content discovery is freely available using open APIs through the OCLC WorldShare vault and the Digital Public Library of America / Europeana vault of open and free metadata? What does your experience portal look like? Top questions?
  47. 47. What Should Library Priorities Be? And what would you sacrifice?
  48. 48. Up Your Game • Know your local community demographics • Focus on needs assessment and social assessments • Prioritize: Love all, Serve all, Save the World means nothing gets done • Priorities are SMART: Specific, Measurable, Attainable, Relevant, & Time bound • Look for partnerships that add value
  49. 49. Focus and Understand on the Whole Experience
  50. 50. Up Your Game • Align with Collections – every collection must be justified by programs • Force strategic investment budgeting • Look for partnerships that add value • Don’t go it alone. Focus on large scale sustainable programs • Connect to the longer process not just events • Virtual and in-person - in the Library and reaching out with partners • SCALE: eLearning and Surveys – e.g. citation methods
  51. 51. What are the real issues? • Craft versus Industrial Strength • Personal service only when there’s impact • Pilot, Project, Initiative versus Portfolio Strategy • Hand-knitted prototypes versus Production • e.g. Information Literacy and Fluency initiatives • Discovery versus Search versus Deep Search • eLearning units and program dissemination • Citation and information ethics • Content and repository archipelagos • Strategic Analytics • Value & Impact Measures • Behaviours, Satisfaction • Economic and strategic alignment
  52. 52. Up Your Game • Align with Collections – But add virtual experiences • Look for partnerships that add value • Ensure the program delivery person is embedded including librarians • What are your top 20 question domains? Start there. • Don’t go it alone. Build scalability and sustainability. • Look for replicability – every neighbourhood
  53. 53. Up Your Game • Start offering diplomas and certificates • Look for partnerships that add value like HR and IT • Offer real educational opportunities not just adjacencies • What does your community need for economic advantage? • What courses to you offer or recommend? (TED, Khan Academy, MOOCs, Coursera, Udacity, edX, Learn4Life (ed2go), Online High Schools, Homeschooling, etc.)
  54. 54. Up Your Game • Learn two-way relationship and consultation competencies • Understand Communities and have deep partnerships • Understand Pedagogy in the context of government and educational goals • Know where your programs are heading • Consider deep partnerships especially IT and HR • Consider coaches, peer, and tutoring partnerships
  55. 55. Up Your Game • The strong ‘library’ brand – but add dimension • Personal branding – Who are your stars? Promote them. You? • Program branding • Take risks for attention (AIDA) • Embed your brand beyond the library walls and virtually
  56. 56. The Virtual Handout • The Value of Public Libraries libraries/ • The Value of School Libraries libraries/ • The Value of Academic and College Libraries college-libraries/ • The Value of Special Libraries libraries/ • Library Advocacy: Save the Library Campaigns campaigns/
  57. 57. Up Your Game • Move the ILS to the Cloud • LinkedData models – OCLC WorldShare, Europeana, DPLA, etc. • Look at TCO and look at all costs incurred and not just hard costs • Review opportunity costs in soft costs
  58. 58. Up Your Game • Stop using meat cleavers and use paring knives • Examples: • A meat cleaver is undergrad versus grad vs. faculty • A meat cleaver is kids, teens and adults • A meat cleaver is medical versus legal
  59. 59. Up Your Game • Learn how to reach and teach online • Teach how to learn online • Teach how to research online • Everyone in academic libraries should be focused on teaching/researching first, then library • Learn more systems than one! • Be obsessive about consultation, recommendations and advice • Social alignment rules and use the tools
  60. 60. Up Your Game • Use your data to derive insights • Mine your data for measurements • Justify • Prove value and impact • Avoid print and in-person measures alone
  61. 61. Up Your Game • Dog, Star, Cow, Problem Child? • Reduce investment in successes • Increase investment in early strategic innovation • Be patient and learn, it can take years • Look at TCO • Look at all costs incurred and not just hard costs • Review opportunity costs in soft costs
  62. 62. 74 CRM Appointments Liaison Strategy
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  65. 65. 77 Record your Story Hours YouTube Your Story Hours Tie in to collection • Parenting • Children’s Health • Continuing Education Moms and Caregivers Social Glue Teddy Bears, PJ’s, Pets, Toys How do you find kids’ books?
  66. 66. 78 MOOCs
  67. 67. 79 3D is 4D STEM vs. STEAM Creative Entrepreneurs Changing Life Arcs And so much more…
  68. 68. 80 Douglas County and Colorado Models Lulu, Amazon Singles, Self-publishing Fifty Shades of Grey This is an economic activity
  69. 69. 81 Hand-knitting Sweaters or an Industrial Revolution for libraries Consider scalability and replicability Cooperation on a massive scale Mobility of programming Thinking big – over 1000 attendees or 30? Mobile Makerspaces Mobile staff talent
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  71. 71. 83 Green Walls Video editing Repositories Contests Genealogy Tourism
  72. 72. 84 Top Questions Pattern Common Core Curriculum
  73. 73. 85 Websites and e-mail Facebook Pinterest Twitter Tumblr Vimeo / YouTube / Vine Instagram Etc.
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  78. 78. Stephen Abram, MLS, FSLA Consultant, Dysart & Jones/Lighthouse Consulting Cel: 416-669-4855 Stephen’s Lighthouse Blog Facebook, Pinterest, Tumblr: Stephen Abram LinkedIn: Stephen Abram Twitter: @sabram SlideShare: StephenAbram1