Impact: SLA Leadership & Management Division Blog

Changing the way we state our business

Ha...now that I have your attention (398 views last month…Awesome!)

Many great leaders have noted, “…change generally does not happen without some struggle…”

Now that voting is underway and members have the right to make a decision on whether they are for or against the name change, I just hope we can all get along…LOL

But seriously, whether the name Association for Strategic Knowledge Professionals is selected or not, we will still need to move forward with change.  Reflecting on the next steps of the association and the changes to come, I really would like us to change the way we state our business.  Here are some of the things I would like to see the association improve...

· Using the website, brochures, and other collateral do a better job of explaining what the association represents.  For example, on the main page of the website provide a concise statement that says,

“The Association represents librarians and information professionals who work in large and small corporations, information centers, knowledge management services, professional online information services, consultants’ services, government Institutions, law firms, specialist agencies, organizations, departments, and much more.”

I am sorry but the statement, ” Through innovative learning, successful networking…” does not tell me anything about the members of the association.

· If SLA remains the name or not, provide a definition of “Special”.  For example, accompanied with imagery we could say…

“The term "Special" refers to the specialized or specialist services that librarians and information professionals provide to the businesses, institutions, organizations they work for and help strategically improve decision making in an effort to generate or retain revenue through knowledge management and/or dissemination of information which may include information collecting, gathering, administrating, managing, referring, researching, analyzing, collaborating, marketing, web designing/developing, implementation, purchasing, and testing.”

· Concisely and with imagery, state who we serve.  For example, we could say we serve…

o   Members

o   Businesses that employee librarians and information professionals

· Clearly state what we offer to our members:

o   Knowledge Sharing

o   Continued Education through course work, e.g. UClick

o   Information Standards & Certifications regarding:

§  Collecting, gathering, administrating, managing, marketing, referring, researching, analyzing, collaborating, web designing/development, implementation, and/or testing.

o   A conducive atmosphere for networking

o   Job Referrals (Full time and Temporary Projects)

o   Annual Salary Survey; Publications (i.e. Information Outlook, E-Newsletters)

· Finally, clearly state what we offer to businesses we serve:

o   Venues for…

§   Lead generating

§  Advertising

§  Business and Product promotions

o   Referral Services

o   Employment Advertising

  

Value Continuum and Professional Online Search Services: The Collaborative Stage

Well, I could not have planned the timing of the latest theme any better...

My latest publication is now available in the July issue of ONLINE magazine.
Check it out when you can: http://www.infotoday.com/online/

Value Continuum and Professional Online Search Services: The Collaborative Stage
By Jamal Cromity
Page 38

In the article I talk about the real value of professional online search tools and how more search services will need to focus on collaborative features. Through research, I share some of the driving forces behind the call for improved methods of knowledge sharing.

 

Remember if you are not a subscriber to ONLINE, you can probably find a hardcopy of the magazine at your local public library or unversity/college library. 

Advice for job hunters

In the second issue of Information Outlook in 2009, Stephen Abram wrote an article entitled "Start Now: 30 Days to Prepare for Your Next Position".  One piece of advice is to update your resume.  As you do that, consider whether the resume format you've been using is appropriate for you now.  Most people create resumes where everything is in chronological order.  While that's nice, it may not highlight your skills and accomplishments in the way a functional resume would.  A functional resume works very well for those people who are looking to do something completely different and need to demonstrate that they have the correct skills to do it.

Here are a few more tips on resumes and cover letters:

• The cover letter should be customized and highlight information about you in relation to the job for which you are applying.  If your cover letter reads like a "stock" cover letter, the hiring manager may think that you're not really interested in the position.
• Generally cover letters are one page in length, but a two-page cover letter is not unheard of.  If your cover letter is more than one page, make sure that it is warranted.
• If you're serious about wanting the position, do a little search before you write the cover letter.  It may help you customize the cover letter even further and will demonstrate that the organization and position are of interest to you.
• Everyone has different advice on the length of a resume.  A resume of 2-3 pages will likely suffice. If you want a longer resume, consider first if there is someway of shortening it while keeping the most pertinent information.
• If you are applying for an academic position (e.g., professor), then your curriculum vitae may be extremely long (and appropriate). 
• If you are unsure how long your resume should be, consult with a few colleagues especially those who have recently hired staff or been on search committees.
• Be aware of the language you use in both your cover letter and resume.  For example, use action verbs.  Jargon and buzz words can be appropriate, if the reader will understand them.  For example, medical jargon might not be understood in a law firm.
• Be sure to talk about the positives in your career that will be meaningful to your potential employer.  This might not be the size of your library, but rather the organizational money saved, contracts won, products brought to market faster (and a lower cost) -- in other words, the impact of the work you have done.
• Even on resumes that are submitted electronically, headers and footers can be helpful since the resume (and cover letter) may be printed.  If the hiring manager is printing several, that additional information will help the person keep the correct ones together.

SLA has resources on its web site (for members only) that can be very helpful to you.  These include:

• Career Planning and Competencies
• Opinions and Perceptions of the Library Profession
• Mentoring
• Salary Surveys
• Information Industry Job Resources
• Federal Job Resources
• Miscellaneous Internet Job Resources

Finally, if you are not job hunting, you should still be keeping your resume up-to-date.   An investment of just 15 minutes can help you keep your resume polished and ready in case you need it.

Recent Updates

2009 Annual Conference - LMD list of sessions including CE Courses, Spotlight Sessions (3), Annual Business Meetings, Section events, Open Houses as well as other exciting sessions developed for you, our LMD members.  Lists available on our website and wiki. Updates and printable brochure will be only posted to the wiki (forthcoming)

Awards Committee Call for Nominations

See wiki for more details as well as lists of previous winners!

The 2009 LMD Officers, Committees and Sections have already been hard at work. 

Much of our content is migrating to the Leadership & Management Wiki. If you haven't already, please create your SLA wiki account. More information is available on the SLA Wiki page

Thanks!

Patricia

Patricia Cia is Coordinator, Technical Services & LIbrary Systems at Langara College. She is a LMD Director and Member of the Centennial Commission. Patricia can be reached at pcia@langara.bc.ca

Communication Reminder

Hi all, I have sent this message to the LMD discussion list as well. If you didn't see it, perhaps you should check out the Discussion list link below. 

Thank you to those who have contributed to Impact and our Discussion list. Keep the stories, tips and questions coming.

A friendly reminder of all the great communication tools we have as Leadership & Management division members!

Impact: SLA Leadership & Management Division Blog ** You are here!

• SLA LMD's newsletter and blog for sharing leadership and management experience, tips and resources among members
• You can comment on any of the stories. If you want to contribute articles, you need to advise Christina of your Typepad id.

LMD Wiki

• We are currently developing the Wiki more fully.  Be patient with us as many of the links continue to point to our web site.
• We have set up conversations to continue discussions started at the 2008 conference in Seattle. Feel free to go to these pages and contribute to the conversation
  
  • Perspectives of New and Senior Info Pros
  • Senior Management Perspectives wiki
  • Content Buyers Conversations
• Do you have content ideas or features you would like to see on our wiki? Now is the time to let me know!

LMD Web site

• Current "home" for LMD business, sponsor information, conference activities and more

LMD Discussion List - Subscribe today. This is how we contact you for feedback or advise you of LMD business

• Sign in with the email you use to subscribe to this discussion list
• Web interfact includes archive of all postings and is searchable too so you no longer need to keep all those messages

Thank you for listening and I look forward to hearing from you,
Patricia

Leadership & Management Theme

Impact's theme this month is leadership & management. Do you have a favourite book related to this theme? Personal reflection? Please share!

During the perspectives of new information professionals session at SLA, Daniel, Stacey and I all identified project management as a necessary skill in our careers. It's been interesting talking to others about this -- it sounds like this isn't a skill being taught in most information schools. Personally, I had a great management course that laid the foundations for me, including setting a vision and goals for a project, developing a project plan, and budgeting time and resources. I had the advantage of writing process documentation for a major web development firm in Vancouver during my MLIS, which gave me in-depth knowledge of one project management process. Since then, it's all been hands-on. I've thought about PMI certification, but haven't pursued it so far.

Do you use project management tools in your work? If so, how did you learn them? Have you found any good courses or books you would recommend?

Mentoring Toolkit from CLRC

Last year, I worked with the Central New York Library Resources Council to create a Mentoring Toolkit for its members.  The toolkit is also available for others to use.  In the toolkit are the following documents:

• What Is Mentoring?
• Common Questions From Mentors
• Common Questions From Mentees
• Mentoring Memo Of Understanding
• Mentoring Activities

In addition, several resources were purchased for their members to use.  All are available through your local library or for purchase through a bookstore.

One thing that really stood out to me, as we researched mentoring, is that the ball is in the mentee's court.  The mentee -- the one being mentored -- is the person who should ask for mentor, who should schedule the meetings, and who should be in the driver's seat.  That does not always occur.  Often a mentee will look to the mentor to drive the relationship, which is not that person's role. 

While working on this, I was also mentoring someone and I found myself changing the relationship.   I decided that  I would be there when the mentee needed me, but that it wasn't my role to lead the relationship.  If a mentee is serious about being mentored, and if the relationship is set up properly, then the mentee should feel comfortable being in the lead.

I hope you'll take a look at the resources.  They were constructed for use by library staff members in a wide range of libraries -- libraries just like yours.

Learning how to think

Thinking is something we all do naturally, but do we all do it well?  According to Edward de Bono, we need to teach thinking as a skill, so that people have tools to use in order to think better.  In 1985, de Bono published Six Thinking Hats, which outlines an effective way to become a better thinker using the concept of "thinking hats."  The hats allow a problem to be viewed from six specific viewpoints, which allow people to see different pluses, minuses and interesting ideas. As you work through the Six Thinking Hats, you (or your team) can build a map of the information that is relevant to the problem, then decide what route you want to take in order to solve the problem.

There is only one problem with this method -- everyone on your team needs to understand it and be able to use it.  Therefore, like other skills, there needs to be some training upfront, whether its by reading the book or learning through example.  Using the Six Thinking Hats won't come naturally, but it can used naturally once learned.

Here's a quick look at the Six Thinking Hats.  If you find that you want to know more, you can likely borrow de Bono's book at the library, there are copies available from some online booksellers (e.g.,Amazon.com, and copies at used bookstores (which is where I got mine).

The White Hat -- The white hat offers only facts when it looks at the problem.  Words or phrases associated with the white hat are:

• Facts
• Figures
• Objective
• Neutral
• Checkable facts

A person using the white hat can offer the opinions of others, but cannot offer his/her own opinions (that happens elsewhere).

The Red Hat -- The red hat offers pure emotion when looking at the problem.  In being emotional, the red hat does not need to be logical or consistent.  Words or phrases associated with the red hat are:

• Emotion
• Feelings
• Hunches
• Intuition
• Impression
• Apprehension

The Black Hat -- The black hat sees negatives when it looks at the problem.  However, it is not emotionally negative.  It doesn't try to solve, the problem but show risks or even errors in thinking.  Words or phrases associated with the black hat are:

• Negative
• Gloomy
• Logical negative
• Risks
• Speculative negative

The Yellow Hat -- The yellow  hat sees positives when it looks at the problem and comes up with positive ideas or solutions, but not creative solutions (that is done elsewhere).  Words or phrases associated with the yellow hat are:

• Positive
• Sunny
• Optimistic
• Logical positive
• Speculative positive
• Focused on benefits
• Hopeful
• Constructive

The Green Hat -- The green hat sees creative solutions when it looks at a problem.  Words or phrases associated with the yellow hat are:

• Creative
• New ideas
• Alternatives
• "Crazy" ideas
• Provocative
• Options
• Choices
• New concepts

The Blue Hat -- The blue hat is the conductor or choreographer.  It helps the group maintain focus and use the other hats effectively.  When possible, it provides direction, adds comments/observations, and defines/redefines the problem.

Who wears the hats? As you read about the blue hat, you may have wondered who wears each hat?  There are no assigned roles.  People may be asked to "put on" a different hat during a problem-solving session in order to look at the problem from a different point of view.  The leader may be the one most likely to wear the blue hat, but anyone can wear it, if it is necessary.

Wear?  Yes, I keep using the word "wear."  Figuratively speaking, of course.  Yet I think it could be helpful to have cards with the different colors as reminders of the different hats.  Perhaps the front could be the color and the back could have the qualities listed for that hat.

de Bono tells us that we don't need to be in a group to use the Six Thinking Hats.  Therefore, I'm looking forward to using it with myself when I have problems to solve!  I suspect that the map I will build using the Six Thinking Hats will lead to a well thought out solution.

Management lingo and tools

Do you hear management lingo that is unfamiliar?  Are you expected to  understand  a management method, but you aren't quite sure what it is?  According to its editor:

Value Based Management.net is a management portal specifically aimed at the information needs of senior executives with an interest in value creation, managing for value and valuation. We provide learning materials explaining management methods, models and theories on strategy, performance, finance, valuation, change, corporate governance, communication, marketing, leadership and responsibility with links to additional resources in the field.

The homepage -- a crowded list of topics -- contains links to specific ideas such as:

• Crisis Management tips
• Return on Investment
• Six Sigma
• Result Oriented Management
• The 7-Ps (Marketing Mix)

Created by a Dutch consultant, the information is organized well and easy to read.  However, the print is very small, so you may want to alter the text size in your browser so that it is bigger (in Firefox use View, Text Size).  References are included for learning more about each topic and to help assure you that the information has not been pulled out of the air.

I could see referring to this site when I hear a term I don't know or if I want to quickly read-up on a management theory.  How might you use it?  That will be up to you.