by John Digilio, Chicago Chapter, Legal Division Chair

Nervous energy.  It is everywhere these days.  It is that feeling in the pit of your stomach or at the back of your mind that something might not be quite right.  As discussions on the future of libraries become more pressing, there is nervous energy.  As we continue to reel from the library closings and job losses that seemed to gain momentum during the recent global economic crisis, there is nervous energy.  In fact, there is so much nervous energy in our industry these days that I dare say it is palpable to each of us as library and information professionals.  The good news is that we have an important choice to make.  We can let this energy weigh heavily upon us and drag us down or we can choose to harness and channel it in ways that make us truly future ready.

What is gripping so many in our industry these days is nothing less than a real and warranted fear of the unknown.  What is to become of libraries and librarians in a world that is increasingly dominated by virtual interaction, technological interfaces, and instant electronic gratification?  It is an almost overwhelming contemplation.  It is also a necessary one.  In his excellent series on management skills, The Leadership Pickles, Bob Pharrell talks about the negative impact this fear of the unknown can have on workers and productivity.  If left unchecked, it can sap some of most integral human commodities: enthusiasm, confidence and integrity.  In his course, Pharrell urges managers to meet this fear of the unknown head on.  As a librarian, I believe this is not only sound advice for managers but an urgent call to action for each one of us, regardless of level or title.  As the old adage goes, “When life hands you lemons . . . “.

I believe that when it comes to the future of libraries and librarians, the tech-laden world of tomorrow is still very much our oyster.  There are plenty of pearls to be had and nobody – I repeat, NOBODY – knows how to find them better than we.  The trick is to not let nervous energy and fear of the unknown drag us down in our pursuit.  When we are having these vital discussions in our meetings with colleagues, on discussion boards, and with our bosses and employers, we have to come to the table prepared.  I personally recommend a three-pronged attack.  Take that nervous energy by the horns and channel it into optimism, activism, and creativity.  If you can do that, tomorrow and all of its unknowns will not know what hit them.  Note that I am not saying this will be easy.  I am saying it is essential.  Here’s the breakdown:

by Noël Kopriva, Pittsburgh Chapter, Food, Agriculture & Nutrition Division

Lead? Me? When I was asked to run for Chair-Elect of the Food, Agriculture, and Nutrition Division (FAN) after only a few years as a member, I couldn’t help saying to myself: “I don’t know what I’m doing yet!” Now, nearly a year later, I’m reflecting on the experience of learning to lead.

When I was asked to run for Chair-Elect, I had qualms about my inexperience, both as a FAN member and as a librarian, but those were not my only doubts: I was convinced that I was temperamentally unsuited to a leadership position. I like to listen to people and encourage them, but I’m not fond of giving directions; that is to say, I unconsciously equated leadership with bossiness.  As I thought about FAN and the people I knew in leadership positions, however, I realized my experiences with the division had actually shown me that leaders do not “boss” if they want to be effective. Good leaders listen well, they encourage you to play to your strengths, and they help you to learn from failure. These are all qualities I wanted to cultivate as a librarian and as a leader, so I ran for Chair-Elect and got the position.

In my son’s favorite episode of The Backyardigans, called “Super Team Awesome,” one of the characters is a tour guide without super powers. Not to worry: “You have the gift of leading people,” Tyrone the Tour Guide’s friends tell him. “You’re a real superhero!” And it’s true: Tyrone gently leads his team of certified superheroes through an obstacle maze of sticky bacteria, slippery rocks, and active volcanoes to help them save the earth.  His is a perfect example of servant leadership, which is characterized, according to Fillipa Manulo (2007), by “the desire to serve authentically and with purpose (par 36),” not by a desire for power or control. It’s an example I aim to follow each day as I communicate, plan, and organize in the virtual world with my colleagues in FAN and in real life as a subject librarian and instruction coordinator. In either context, I see my primary mission as one of empowerment—helping students to become lifelong learners, helping faculty to succeed in their research, helping colleagues obtain access to the professional development tools they need to do their jobs effectively.

The desire to serve, the desire to lead: to do both effectively, we must be future ready. We need to think not only in terms of our skill sets, whose currency we anxiously monitor, but in terms of our openness to change, our commitment to thoughtful stewardship of our resources (Anzalone, 2007, par. 30), and to a realistic assessment of our ability to be effective in innumerable environments and platforms. If we do these things, we will not only be ready for the future ourselves, we can show others the way.

Since 2007, Noël Kopriva has been the Agriculture, Natural Resources, and Design Librarian at West Virginia University Libraries; since 2008, she has served as the Instruction Coordinator for Evansdale Library. Prior to her career as a librarian, Noël worked as a college writing instructor and in the production end of medical and educational publishing. She holds a BA & an MA in English, and an MLS, all from the University of Missouri-Columbia.

References

Anzalone, F. (2007). Servant leadership: a new model for law library leaders. Law Library Journal, 99(4), 793-812. http://www.aallnet.org/products/pub_journal.asp.

Berstein, AD, Burgess, J., Gray, S (Writers) & Kim, D (Director). (2010). Super team awesome. In Janice M. Jacobs (Producer), The Backyardigans. New York, NY: NickJr.

by Janice LaChance, Chief Executive Officer of SLA

“If you dislike change, you’re going to dislike irrelevance even more.” – Eric Shinseki, U.S. Secretary of Veteran Affairs and former Chief of Staff of the U.S. Army

This is one of my favorite quotes from someone I greatly admire. To me, it sums up the situation we all find ourselves in today. Even when Eric Shinseki was born in 1942, everyone was feeling the pressure to change on one level or another. Politicians, soldiers, salespeople, advertisers, accountants, and yes, even SLA members, were encountering new technologies to use, policies to follow, expectations to fulfill, and lessons to pass on to the next generation of pioneers.

It seems one of the few things that hasn’t changed over the years is the constancy of change itself. So, why is there so much emphasis on change now if it’s old news?

Because we’ve seldom encountered change of this pace or magnitude before. Everything—from your workplace to your organization’s strategy to the phone you use to the car you drive to the road you drive it on—will be different in five years. The occurrence and pace of change are out of our control. The way in which we choose to change is not. We must not simply change, but progress.

Sure, as information and knowledge professionals, SLA members are hearing about the importance of being future-ready perhaps more than others, but all professions are being called upon to learn new skills and adapt to a new world of work. If you’re an SLA member, you’re not in it alone.

We have a vast yet tight-knit community that acts as a support structure to all our members—and this blog is just one of the many things that bring us together. SLA has conducted alignment research that is unprecedented within the profession, and that research has shown us the way to introducing new professional development programs and educational resources. SLA is faced with the task of providing relevant resources to librarians in medical hospitals in India and information analysts in top law firms in the United States, and everyone in between. While the context of knowledge delivery and use is unique across the globe, the necessity to adapt is not.

I’ll leave you with some of SLA’s resources included with your membership, many resulting from the alignment research and all focused on the task of giving a diverse membership tools to better meet the demands of information users across the globe.

• SLA’s 23 Things – Deb Hunt, along with MLIS grad student Kim McGrath, worked together to update this weekly learning program. I think you’ll like what’s new here; see week 6 for updated social networking and learning. This program was created by our members, for our members.
• Atomic Learning – This resource often gets passed over, but it shouldn’t. From beginner to expert level, from Sharepoint to Delicious, these easy videos are a fun and easy way to learn at your own pace.
• Alignment Toolkit –Look for tools, based on the alignment research, to be unveiled starting April 1^st and leading up to SLA 2011. Writing Your Own Marketing Plan, Dictionary of Future Ready Terms, and SLA Tools for LIS Students will be among the first resources provided.
• This blog – Our strongest asset is…ourselves! No, sometimes we don’t all have time to read the blog every day, but the good thing is we can catch up at any point in time. We’re up to about 60 posts already (way to go, Cindy and team!). So read, discuss, and try a post of your own sometime in 2011.
• Click U – Ask the Copyright Experts, Social Media Research for Business, Moving into Management.  From in-person classes to online webinars, free and paid, these opportunities are scattered throughout the year.
• Information Outlook – Read our latest issue online. Don’t miss the articles on mobile applications; one could give you an idea to change your organization for the better.

So don’t look at Future Ready as a goal for just 2011, because it’s more than that. Treat it as something to embrace, a way of thinking. It’s not only about seeking out opportunities, but looking forward to those opportunities with the confidence of preparation and positivity. The world is driving forward, upward, and outward, and I’ve seen more than enough evidence from SLA’s outstanding membership to know that we can be right there in the driver’s seat.

Janice Lachance, SLA’s Chief Executive Officer since 2003, is a popular speaker and commentator and the champion, spokesperson and global ambassador for SLA and its 11,000 members working in 75 countries on five continents.  Before joining SLA, she was a management consultant to nonprofit and membership organizations in the areas of strategic planning, organization transformation, and culture change.

by Danielle Salomon, Southern California Chapter, Business & Finance Division

To be future-ready, we need to look at the way young people are using information.  If we examine the attitudes and behaviors surrounding the use of information by young people, it becomes clear that many of the existing standards in our field will be challenged.  For example, in Young People, Ethics, and the New Digital Media, author Carrie James tells the story of Daniel, a high-school senior who contributes to Wikipedia and uses one of his entries in a school paper:

After reading Daniel’s paper, his teacher calls him into her office and accuses him of plagiarism, noting that he used verbatim lines from Wikipedia without giving proper credit to the source.  Daniel replies that since he was a contributor to the Wikipedia article, his use does not constitute plagiarism…Above all, he asserts, the purpose of Wikipedia is to make knowledge available for widespread use.  It does not provide the names of article authors, and he will not be cited by others for his contributions.  In fact, authorship is irrelevant.[1]

The rise of collaborative authorship, distributed scholarship, and participatory communities is creating differences in the way young people think about authorship and ownership, and their expectations with respect to use and attribution. Some of the legal and ethical standards that apply to the use of information today are likely to change in the near future to reflect how users are participating in the new media landscape.  In the midst of this changing environment, information professionals need to take the lead in developing new standards, instead of focusing solely on enforcing existing standards.  Information professionals are uniquely qualified to shape the public policy debate on these issues, and craft policies that reflect how users use information, while still protecting core values such as access, equality, and intellectual freedom.  We need to work with younger generations of users to advocate for standards that foster education, support the advancement of scholarship, encourage innovation, and protect intellectual property.

Carrie James, Young People, Ethics, and the New Digital Media:  A Synthesis from the GoodPlay Project (Cambridge, MA:  MIT Press, 2009), 45.

Danielle Salomon is an MLIS student in the UCLA Department of Information Studies. She is a soon-to-be, newly-minted information professional and a leader in the school.

by R. David Lankes, iSchool, Syracuse University

Why “what is the future of libraries” is a bad question, and a way to start an agenda.

Future Ready from R. David Lankes on Vimeo.

R. David Lankes is an associate professor at the iSchool as well as director of the Information Institute of Syracuse (IIS) which houses several high-profile research efforts, including the Educator’s Reference Desk and projects for NSF’s National Science Digital Library. Dr. Lankes co-founded the AskERIC project in 1992 and also founded the Virtual Reference Desk project and was the first fellow of the American Library Association’s Office for Information Technology Policy.

by Brent Mai, 2012 SLA President

We recently celebrated the first anniversary of the opening of the new library at Concordia University in Portland, Oregon.  At 74,000 square feet over three floors, it is truly a transformational building, serving a multitude of essential roles in the campus learning environment. 

“But I thought books were a thing of the past,” I heard people say. “Why would anyone build a new library today?”  Trust me!  This thought even crossed the minds of some campus administrators. But these comments indicate a misconception about the role that the library as place plays in contemporary higher education.

With this in mind, our team set about designing a very adaptable building that could be relatively easily reconfigured as space needs and usages change in the coming years.  Current needs called for room for about 200,000 volumes, teaching and meeting rooms, spaces for student interaction, faculty and staff offices, and a climate-controlled archive.  But each of these use-defined spaces needed to be reconfigurable to accommodate a host of unknown future space needs.

With these practical needs in mind, it was also critical that we create a place where students actually wanted to be.  In consideration of the variety of learning styles, we began by creating hard and soft spaces, loud and quiet spaces, and group and individual spaces.  A mix of soft and comfortable seating arrangements were interspersed with more traditional tables and study carrels with wooden chairs.  Ten group study rooms accommodating various numbers of students were distributed throughout the building.  Quiet study areas were created on the upper floors of the building. Reliable wireless access and abundant electrical outlets were essential.  A café added to the comfort factor of the space.

For us, the answer was to build flexibility into the structural components of the building. Several areas currently being used as classroom and meeting spaces have been structurally designed to hold the weight load of stacks and/or compact shelving – should that be needed.  “False floors” have been installed in a number of spaces to accommodate future changes in technology needs.  Most of the furniture is mobile – to accommodate the multi-use needs of public spaces and the varying instructional styles of faculty members in teaching spaces.

My colleagues, planning library spaces with an eye on the future isn’t rocket science.  But intentionally planning for flexibility in new construction is definitely a component of being Future Ready!

There’s a photo of the new library at http://cvgs.cu-portland.edu/about/cu_library.cfm.

Brent Mai is University Librarian at Concordia University in Portland, Oregon, and has been elected as 2012 President of SLA.

Guy Kawasaki is the co-founder of Alltop.com, an “online magazine rack” of popular topics on the web, and a founding partner at Garage Technology Ventures.  Previously, he was the chief evangelist of Apple. Kawasaki is the author of ten books including Enchantment, Reality Check, The Art of the Start, Rules for Revolutionaries, How to Drive Your Competition Crazy, Selling the Dream, and The Macintosh Way. Kawasaki has a BA from Stanford University and an MBA from UCLA as well as an honorary doctorate from Babson College.

Cindy Romaine, SLA President 2011, caught up with Guy at the 2011 Consumer Electronics Show, where he was talking about his new book Enchantment: the Art of Changing Hearts, Minds and Actions. The ideas he brings forward in the book seem particularly relevant for information professionals right now.

This year, at the Consumer Electronic Show, you introduced ten ideas from your new book Enchantment: the Art of Changing Hearts, Minds and Actions. I came away from your talk convinced that librarians and information professionals need to learn about enchantment and take that lesson to heart. Using a broad brush, tell us what Enchantment is about.

Did you hear the story that a reporter asked Tom Clancy what his new book was about and he said, “It’s about $26.00,”? Mine is about $14, street. Actually, my book is about learning skills to become more enchanting so that you can delight your customers, employees, and bosses.

One key point you mention in Enchantment is achieving trustworthiness, which requires a knowledge of our users. What’s the best way to gain that knowledge and trust?

There isn’t a “best way” to gain knowledge and trust. Rather, the process requires an array of skills. The starting point of becoming trustworthy is that you trust others. There is a definite order here: first, you trust others and then they trust you. Then you need to be a baker, not an eater. A baker makes a bigger pie so that everyone’s slice is larger. An eater just tries to get as much of a finite pie as possible. Finally, trustworthy people are transparent and give for intrinsic,  as opposed to quid-pro-quo, reasons.

In an era of diminished resources and limited bandwidth, it’s tempting for information professionals to hunker down and focus on their core competencies. Yet in your new book, you share your idea of “defaulting to yes.” How does that work?

Defaulting to yes and focusing on core competencies are not mutually exclusive. Defaulting to yes means that when you meet people, you’re always thinking, “How can I help this person? If she asks for help, I will try to help.” Whether you help along the lines of your core competencies or not isn’t the key. What’s important is that you want to say yes and help.

I would think this is how librarians think anyway. Isn’t your default attitude to help people find information? Librarians can skip this part of the book.

This is me enchanting my boss. What does it look like?

Like it or not, the key to enchanting your boss is to drop everything when your boss asks you to do something. This can produce sub-optimal prioritization of tasks in the “big picture,” but it works. I never said enchanting people would be easy.

As you’d be the first to admit, not everyone has your phenomenal chutzpah. So, some of your prescriptions may seem a bit daunting. Can anyone be an enchanter? Please expand on this a little.

Enchantment is a matter of degrees, not either/or. Almost everyone can be more enchanting. Enchantment is like fitness: almost everyone can be more fit. Imagine if people were either fit or not fit, and there wasn’t anything you could do to change that.

I’m intrigued by your concept of reciprocity. In fact, I’ve been drawn into it, in asking you for this blog post—a great bit of mental jujitsu, by the way. What do you mean when you advise people to say “I know you would do the same for me?”

Reciprocity is what makes society work, and when society doesn’t work, it’s often because someone has violated the basic principle that if people help you, you should someday help them back. My hero, Robert Cialdini, is the person who taught me that when people thank you for doing something, the optimal response is “I know you would do the same for me.”

This phrase communicates three important points: first, I believe you’re an honorable person; second, we both know I did something significant for you; and third, someday you should repay me. That’s a lot of meaning packed into a simple phrase.

Cindy Romaine & Guy Kawasaki

In your book, How to Drive Your Competition Crazy: Creating Disruption for Fun and Profit you encourage people, when investigating their competitors to, “by all means, suck up to a research librarian.” We certainly appreciate the plug! Can you explain what you meant there and provide an example of your relationship with research librarians over the years?

Research librarians at the time I wrote that book held the keys to the golden castle of all the knowledge that was written down on paper. Mere mortals had a difficult time acquiring this knowledge without help. I can remember using the Reader’s Abridged Guide to Periodical Literature for hours in my youth.

Fast forward to today. There’s probably more knowledge than ever, and it’s more accessible than ever but the reinvented research librarian holds the key for using the Internet in the most effective manner. Many, but not all, people know how to use Google and Wikipedia, but Google and Wikipedia do not provide all of human knowledge. Some of that knowledge is locked away in private databases and some of that knowledge is difficult for a novice to find. That’s where research librarians still hold the key. They are the ultimate information curator no matter what hocus, pocus you hear about the “semantic web.”

You have your hand in many pies—writing, speaking, and running your company Alltop.com and Garage Ventures. How has a librarian or information professional helped you along the way?

Honestly, I don’t do much in-depth research for my writing, speaking, and running Alltop.com. The nature of my work is grinding it out and sucking it up. I’m the Mike Rowe (Dirty Jobs) of technology.

What’s your advice for a new college graduate just entering the workforce as an information professional?

The bottom line is that the Internet is the greatest threat or greatest promise ever to an information professional. On one hand, it democratizes information–bad news, does this mean information professionals are no longer necessary? On the other hand, there is so much information that it’s harder to find good, credible sources–good news, does this mean information professionals are more necessary than ever? A new college graduate should understand this dichotomy and, I think, has to reinvent what “information professional” means.

Get enchanted! Find Guy Kawasaki’s new book at his website: Enchantment: the Art of Changing Hearts, Minds and Actions.

by Tom Rink, Oklahoma Chapter, Advertising & Marketing Division

This is the definition of “Future Ready.” When you stop to think about it, the future is really only a second away.  We spend out entire lives preparing for our futures. And while we cannot predict what these futures may be, our hopes, dreams, and desires help us steer toward our possible futures. 

Continuous learning is the key to being “future ready.” Informally, we learn from our parents and we learn from our environments and experiences; formally, we attend schools (and later colleges) to prepare ourselves for our individual futures. Our “futures” become our “presents” as we begin careers, but the learning doesn’t stop here; we continue to learn through in-service training, continuing education, and other professional development opportunities in order to stay abreast in our chosen fields.

Being an information professional was not my first career. Once I decided that this was the direction I wanted my life to take, I had to take the necessary steps to prepare myself for this new future. How did I make myself “future ready” for a new career? It all started with a plan. Having a plan/goal (i.e., knowing the direction that you’d like your future to go) certainly helps you transition from the present to the future. I went back to school to attain the formal education required, I read the important journals, I joined the professional associations, I attended conferences, and I networked with other professionals in the field. I immersed myself into the culture of my desired future so that when the opportunity presented itself, I’d be ready to grab this future with both hands and move forward. My plan worked. After a twenty-five year career in one field, I was “ready” for and successfully transitioned to the “future.”

How do I plan to stay “future ready?” I will continue to learn and take advantage of every available opportunity.  For example, I’m not the most “tech savvy” person in the world, but a couple of years ago I understood the importance of the whole web 2.0 and social media movement and completed the 23 Things program just to get up-to-date. I’m hoping to stay up-to-date by embracing and using these web 2.0 and social media tools (blogs, RSS feeds, etc.). 

The only constant in life is change and to be truly “future ready” you must conquer your fear of change, envision your future, and never look back.

Tom Rink is a member of the Oklahoma Chapter and the Treasurer of the Advertising & Marketing Division.  In 2005 he was named SLA Fellow. He is 25-year veteran of the Tulsa, Oklahoma police department who successfully transitioned to academia in late 2007.  He is currently an Instruction Librarian at Northeastern State University – Broken Arrow Campus.  Tom has been active in SLA since 1996 holding numerous leadership positions.

by Reece Dano, Oregon Chapter, Advertising& Marketing Division

Much has been made about design-thinking and its supposed ability to summon up innovation and transform organizations. True, its flashier proponents have led many to question the scope of its utility. However, working as an information specialist within a design consultancy, I’ve seen how carefully designed systems, products and communication methods can change lives. So what is it all about?

In brief, design-thinking is any process that allows you to change your point of view. These processes often use abductive thinking to promote creativity and temporarily subdue logical constraints. Participants in design-thinking activities are asked to make logical leaps in service of idea generation. The more ideas generated in this manner, the more your default (and possibly stale) thinking patterns are shaken and called into question.

The change of perspective design-thinking grants can lead to the acceptance of information that opens you to greater flexibility. For information professionals, this flexibility can inspire more relevant user-oriented services, career agility and the chance to envision even greater opportunities.

Design-thinking isn’t that hard. Changing your point of view is.

If you’re interested in opening your current services to a creative examination, here are some questions you can ask yourself to kick off a design-thinking session. Some of these questions are challenging. Others may seem a bit silly. However, the insights gleaned from all can easily lead to new and fruitful perspectives.

• If I were to plot my services on an axis from least-used to most-used, what would I see?
• If I were to plot my services on an axis from most-mission-critical to least-mission-critical, what would I see?
• If I transformed these axes into a Cartesian coordinate system, where would my services lie? Would I feel the need to reposition any of these services to a new quadrant?
• If the CEO or president of my organization suddenly became my assistant, what would I have them do? Why? What would that say about me and my role?
• If the receptionist of my organization suddenly became my assistant, what would I have them do? Why? What would that say about me and my role?
• How would I characterize the differences between the tasks I would assign the CEO versus the receptionist? What does that say about me and my role?
• If I had to take away all my services, save for one, which one would remain? Why? Would this remaining service be the core of my identity? Should it?

As you can see, these questions are loaded with imaginary scenarios that could easily lead to oversimplification. However, the purpose of these questions is not to generate carefully framed hypotheses – at least not yet. Rather they are meant to provoke thought, begin dialog and reposition perspectives.

Try them out. Come up with your own. See if you can use them to spot emerging opportunities for you, your customers and the information industry as a whole.

Reece Dano is an embedded Information Specialist within the Consumer Insights and Trends Analyst Group at Ziba Design. He has worked in both corporate and academic libraries since 1999. He holds an MLIS from the University of Washington iSchool. He currently serves on the board of the Special Library Association’s Division of Advertising and Marketing and is Chair of SLA’s First Five Years Advisory Council. He was a recipient of the SLA Rising Star Award in 2010.

by Toccara D. Porter, Kentucky Chapter, Information Technology Division

The idea of being future ready, particularly as a newbie to SLA, leads me to examine the style of leadership within the entire Association on down to the Divisions and Chapters. In attending my first Leadership Summit I walked around introducing myself to people. Many of the conversations focused on their experiences being in a Chair-Elect or President-Elect position.  People talked of either finding themselves ‘thrown’ into the position without a clue about what to do or having adequate support from the incumbents and the entire board.

Considering these prospects as a toss up of what could happen to me in the same situation brought to mind the summer of 1993. The year marked my entrance into the 5^th grade. Anxiously I awaited ‘the letter’ from my elementary school that would reveal which teacher’s class I would be joining: Ms. Roberts or Mr. Patterson. All the kids at school had nothing but great things to say about Ms. Roberts: she was nice and was always welcoming when someone approached. However, Mr. Patterson was the opposite; grumpy and a bit of a pushover. When the letter finally arrived it seemed as if my entire life rested on whose name was inside as I opened the envelope: Ms. Roberts or Mr. Patterson?

The point is: thinking about what type of leadership style awaits within a Division and Chapter makes me a little hesitant about opening that envelope. As SLA prepares its members—new and established—to be ready to demonstrate strong leadership qualities we must continually reflect on whether the current leadership structures in place can truly open the door to that future or close it; because I am ready to walk through it! What about you?

In case you were wondering, I had Ms. Roberts. And, yes, being in the fifth-grade was a good year!

Toccara D. Porter is the Librarian-In-Residence at the University of Louisville in Louisville, Kentucky. She is a member of the Kentucky Chapter and Information Technology Division of SLA.