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New Job Title: Innovation Catalyst Librarian

image via WilzDesign on Flickr

There are a growing number of positions that I’ve seen that are focused on new technologies and fresh ideas in libraries. From time to time I get questions or emails asking about my previous role as an Emerging Technologies Librarian and advice that I might have for people starting out in a similar role. While I think these roles are going to be very different from institution to institution I think there are some bits of advice that will contribute to success in a role dedicated to new tech and ideas. People in these roles should not think of themselves as the “tech person” though. Thinking only about tech is extremely limiting. They should think of themselves as innovation catalysts. That is the reason they were hired, though it’s not always that explicit. They were hired to make meaningful change at their institution. To do this sort of work, there are a few things to keep in mind.

Spend time in the future

For someone who wants to be a leader of meaningful change in the library, it’s necessary to focus on the future, not just incremental improvements. Being aware of trends inside and especially outside of libraries will allow you to more easily change course or seize opportunities you might otherwise miss. The thing is though, this takes time. You have to regularly set aside time to read, research, explore and engage with others. You have to purposely spend time in the future. Some of my favorite spots include blogs, people on Twitter, and even print magazines.

Blogs:

Twitter:
List of some Twitter Folks focused on the future (people like Anil Dash, Seth Brogan, Joi Ito, Richard Branson, etc.)
Magazines (a lot of this content is free online but I like the print design and can’t I check my email on a magazine):

Experiment…a lot

Not every initiative that you try is going to work. This shouldn’t  be discouraging though. As Churchill said, “success consists of going from failure to failure without loss of enthusiasm.” As a librarian who is trying to invent the future, you have to do a lot of experimentation. You have to have multiple pilot projects going and be learning from them, especially the ones that don’t work. To do this type of work you need to develop an experimental, entrepreneurial spirit. A couple of great resources for this are Think Like a Startup and Too Much Assessment Not Enough Innovation, whitepapers by Brian Mathews.

Stop talking to librarians

Librarians are awesome, but they’re not always the best people to talk to if you want fresh, future oriented perspectives. That’s not to say that librarians are stuck in the past, for the most part we’re not. But being professionals we bring a certain perspective and it becomes hard to see through different lenses. The most important people you can talk to are members of your learning community. Talk regularly to students and faculty, not about the library but about their needs and what they feel success looks like. Attend faculty senate meetings and student advisory boards. Create opportunities to talk with and better understand your users and see the world with fresh eyes.

Whether you’re an emerging technologies librarian or an innovation catalyst librarian (I hope someone uses this title)  it’s necessary to be aware of larger trends, develop entrepreneurial habits, and get outside your limited perspective and your curse of knowledge. What other habits or perspectives do you find necessary in inventing the future of libraries?

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5 Ways to Start Leading Right Now

image via jaqueline-w on Flickr

When I was at a session on leadership at the Rhode Island Library Association conference, someone in the audience raised a question that I’ve thought a lot about myself: “How can I bring about change when I am not in charge and don’t have power or authority?” I’ve heard this question echoed other places. It’s a concern shared by many librarians hungry for change. Margaret J. Wheatley gives a more unorthodox definition of leadership. She says that “a leader is anyone who wants to help at this time.” I agree.

Leadership does not mean calling all the shots or having a big office, it means wanting to help and doing what you can to bring about change. Coming back to the original question, “how can I enact change when I’m not in charge,” there are strategies that I’ve found that allow you to start leading whatever your position:

  • Start acting like a leader - To be a leader you have to play the part. You can’t sit silently at meetings or complain that you have too much work if you want change. Leaders don’t complain, they put forward positive visions and solutions. Leaders may plan, but not endlessly. They don’t sit around wishing or waiting for change. They take action. They also value everyone on the team and try to empower them. Leaders are dedicated and set an example for those around them. By acting like a leader people will see you as one and start looking to you for ideas and opportunities to collaborate.
  • Ask good questions – Real leaders do not simply accept the status quo. They are constantly evaluating their organizations. They look for ways to improve their organizations, not just keep them afloat. To this end, they ask questions about decisions and about things that are taken for granted. “Why do we still subscribe to this resource?” “Why do we still have a print reference collection?” Leaders also ask good focusing questions. Questions focus us and “human systems grow in the direction of what they persistently ask questions about.“ By crafting positive questions that direct us towards shared goals and visions we lay the groundwork for change.
  • Take on responsibility – If you want change you have to be willing to work for it. If you put forward an idea that you think is really great, be willing to take responsibility for seeing it through. You can get people to help you, but you can’t simply propose endless ideas that others should implement. Be willing to accept responsibility, take on projects and actually “be the change you want to see.”
  • Understand your influence - Just because you do not have formal power or a fancy title does’nt mean you have no power. Everyone has and can increase their ability to influence others. Your influence comes in a number of ways whether it’s personal abilities, structural and organizational abilities, or social connections that you’ve developed. A great resource I’ve read about understaning influence is the book Influencer: The Power to Change Anything.
  • Find a partner (or two) - No leader is an island. Change cannot come from just one person (especially not just one person at the top). Change comes from a small group of committed individuals. Find people within your organization as well as people outside your organization who want to bring about change. By partnering on projects and inviting others to come along on the change ride you create more groundswell and support for whatever initiative you are trying to realize.

Leadership is not a position, it’s an attitude. Everyone in an organization has the ability to bring about change. The first step is recognizing that.

What are some strategies that you use to bring about change in your organization without formal power?

4

Ask The Right Questions

“Human systems grow in the direction of what they persistently ask questions about.”  - David Cooperrider

I have been thinking a lot recently about the power of questions in creating meaningful change in organizations. I posted earlier about taking a 6 week online class about Appreciative Inquiry. One of the principles of AI states that questions and change are not separate things. They happen simultaneously. One of the most important things that we can do in bringing about change is to develop and ask good questions.

So, if human systems grow in the direction of their persistent questions, what sorts of questions should we be asking?

  • Our budget has been cut again. How can we do more with less?
  • How can we show that we still have value?
  • How can libraries avoid obsolescence?

If these are the types of questions that we regularly ask at our institutions and our professional organizations and conferences then we are in trouble. If these are the questions that focus us, then we will constantly be thinking about proving our worth, avoiding budget cuts, and our eventual demise. We’ll be focused on fear as opposed to actually providing value and doing good. We need better questions.

  • How can we create amazing experiences everyday for our users?
  • How can we develop our students into expert questions-askers?
  • How can we make our libraries invaluable and irreplaceable in our communities?
  • How can we nurture abundant curiosity?
If questions like these are the ones that guide our thinking we’ll do extraordinary things. These questions aren’t trying to solve problems or even merely discover what we are already doing. These questions paint an optimum vision of the future and propel us towards it. Instead of trying to solve problems, put out fires, or simply stay afloat we are asking how can we create the kind of future we want.
What questions are you asking at your institution? What questions do you want to be asking?