Promoting resources and services #internetlibrarian #i2015

Jane Quigley. Dartmouth

Helen Josephine, Stanford


“Gear up for research”

started as an open house in library. Later moved out of library and teamed with research office and IT.  Now includes GIS and many other offices.

Special topics such as biomedical info and writing for publication.

prep meeting. Involve researchers in planning and deans in marketing. Plan food,signage, volunteers, traffic control.

timing, one event or many, outside participants?, metrics.

logo, social media, e-mail lists, ads in newspaper/newsletters.

Ideas for future: student speakers, piggyback on another event, keynote speaker.

Dirty words: biz practices for libraries #internetlibrarian #il2015

Ben Bizzle, formerly Jonesboro, Ark.,  PL, now

Google, Wikipedia, Amazon were considered trinity of evil.

had plain library web site in response. Redesigned pages in F pattern described by Jakob Nielsen.

Address and phone number and catalog search box in upper right.

menu bar across top.

avoid acronyms and library jargon.

Built on top of CMS such as Drupal, WordPress, Joomla.

Responsive design works on desktop, tablet, phone.

for phone: 9 most likely reasons people to want library web site when mobile.

Library as idea, as experience.

Advertising: call it community outreach, awareness if necessary.

Billboards to get people to get people talking.  Spoiler alert about Dumbledore, for example.

If it’s worth doing, it’s worth promoting.  Summer guide about fun stuff for kids, but doesn’t mention reading on cover.

Posters: put out posters in community, not just taped up in library.  Bingo night, Scifi costume party for adults, genealogy night 6 to midnight.

Big increases in walkins, e-book usage, music downloads.

Speed dating didn’t work though.

Idea: drink coasters for local bar.  People use their phones in restaurant and go to library web site. for social media images.

Facebook ads have best value these days.  $50 ad results in 10,000 views, might result in $60 of music downloads in first week, over $3,000 in a year.  It’s about the results.

Good leaders foster a culture of creativity where people can fail with confidence.

Library Support for Digital Scholarship at Harvard Business School #internetlibrarian #IL2014

[Belated notes from a session at Internet Librarian.]

Michael J. Hemment of the Baker Library, Harvard Business School

The university is studying the faculty research cycle.  The law library is working on a digital archive on the history of the law school.  The university is thinking about students’ needs 20 years in the future.  Does the library help them get a job?

Question for a (any?) database project: try to get everything or concentrate on quality materials?

The library produces 118 information products: research guides, e-mail newsletters, etc.

Journalists write about Harvard research in a section of the web site called Working Knowledge.

Information management services: helps other university web sites improve their visibility with taxonomy, etc.

The library is trying to understand customers’ needs and work backwards from there.  “We librarians make assumptions about what our customers need and don’t talk to them on an ongoing basis.  Needs may change.”

Talking to users, observers.

Ongoing analysis on requests: matching them to existing resources.  If nothing exists, they identify a gap.

Web site on the research lifecycle: advice for each point.  Another one on the teaching lifecycle.

Surveys led to a redesign of case studies on their web site.  Also, use speaking with faculty and students, web analytics.

Leader 360: case studies on business leaders.

13 e-mail newsletters to MBA students on major industries.

Column on library special collections items in the Harvard Business Review (“Vision Statement”)

Helping faculty create e-books.

Updates on case studies (e.g., on Internet companies that may have changed considerably in the last few years).

Making it Happen

Ken Haycock, USC Marshall School of Business (formerly San Jose State Library School)

“Satisfice”: satisfying + sufficing.

Decisionmakers often pick the first satisfying solution.

What problem are you trying to solve?

Decisionmakers may not have faced that problem. What problem that they face are you trying to solve?

Important to know whether they prefer quantitative (number) or qualitative (stories) evidence.

Money seems to flow to some people. We’re more likely to get support if we’re seen as credible and trustworthy. We do what we say we’ll do, we’ll report on it.

When librarians advocate, we’re seen as whiny and looking out for ourselves.

People do things for their reasons,not yours. We need to speak the language of the funders. What did the mayor say were the priorities for the city? Not how many people came to your employment sessions and how many enjoyed it, but how many actually got jobs.

if you don’t know what your boss’s objectives are, ask. Connecting agendas.

Show respect to your funders.

Can’t make withdrawals if you don’t make deposits. Build relationships. Let decisionamkers know what you do.

Timing, who’s involved, who’s a barrier, how can I make this a 3-year project rather than a 3-month project?

Most likely to be successful if you ask for what you want right up front. If you want $50K, ask for $50K, but say you could get by with $25K. Don’t ask for $100K thinking you’ll get whittled down.

Don’t get confused by attitude rather than behavior. They may be supportive but not give you money.

Universal principles:

1. Liking. We tend to listen more closely to people we like. Whether they think you like them.

2. Reciprocity. Gifts, but could be non-financial, like a gift.

3. Social proof or consensus. What are other people like us doing? Library directors looked at funding per capita ($29 to over $80). City managers looked at budget percentage (3.9% everywhere).

4. Authority. People listen to those who seem to know what they’re talking about.

5. Core values, public commitment. If people say something in public, they’re likely to stand by it. Also values. Does a politician talk about keeping taxes low or best return on the dollar?

6. Scarcity. People value what is scarce. We see ourselves as dealing in a scarce resource, but people see us as being in the information marketplace, which is rich and free. What is our value proposition? What is our unique resource? Our value, our scarcity is the expertise of our staff, not the building.

We tend to like those who are similar to us. You have to demonstrate that you like those who are different. You can ask the same questions. We tend to like those who praise us. Even more valuable if it’s second-hand. (The reverse is true: if you denigrate somebody behind their back, that gets back to them, too.) Working together on a team builds liking, too.

Reciprocity. A university president wrote 5 thank you notes every day. Good answer to thank you: “I’m sure you would do the same for me.”

Social proof: Testimonials from someone doing the same thing.

Authority: Doctors, etc. have their diplomas on the wall. Librarians often feel they’re arrogant if they point out their professional status, then get upset when the public thinks circulation clerks are librarians. We should dress professionally, too. Authority is enhanced if you acknowledge your weakness at the outset, rather than letting them discover it for themselves. Shows confidence.

SOPPADA = Subject, objective, present situation/problem, proposal, advantages of what you’re proposing, disadvantages of what you’re proposing, what actions you want taken. Often successful in proposals. Pointing out the disadvantages takes the wind out of the sails of those who want to find fault.

We rarely talk about core values. Things can get de-railed if somebody believes this isn’t what we should be doing. If people make a public commitment, they’re more likely to stick to it.

Scarcity: We are presented as scarce, but free. Ask yourself what you really add.

Networking. It’s hard to make people feel you like them if you’ve never met them. Show up, be seen.

4 Es: eye contact, extend hand, exchange business card, engage in conversation.

Connect agendas with people who think you like them, do something unique for the organization, and you will win.

Further reading:
“Work the Pond!”
“Yes! 50 Scientifically Proven Ways to be Persuasive”
“Influence: Science and Practice”
Articles by and about Cialdini in Harvard Business Review and Scientific American

Edited to correct some misspellings.

Keynote: Brendan Howley on libraries, networks, and culture #internetlibrarian

[Jane Dysart recommends Intertwingled by Peter Morville]

Internet Librarian keynote: Brendan Howley

investigative journalist, “data-driven brand storytelling solutions.”

I design stories that actually incite people to do things.

Hired to work for little Carnegie library in Stratford, Ont. Used to focus groups to have people talk about libraries.

* Hubs of participatory culture
* etc.

* Why stories work (KPIs that really matter)
* Why networks form (power that works)
* Why culture eats strategy for lunch (Peter Drucker)

The Internet means libraries are busting out of their walls.

Exchanging stories

* Stories relax people
* Stories start conversations
* Stories spark emotions
* Stories are about teachable moments

“Maybe stories are just data with a soul.”

Jaac Panksepp studies how stories affect the brain.

Libraries are about their communities.

Meaning: storytelling hinges on meaning.

Librarian’s stock-in-trade: librarians give meaning away, everyday, all the time,

Values: People want to know what you stand for and why.

People under 35 want librarians to do what they’ve always done: provide “the straight goods,” unbiased.

Share the why of the how of what you do.

Shared stories lead to people trusting you.

Got people to invest in a sheep’s milk cheese company by making it about changing the conversation about the politics of food in Ontario.

Networks: emotional connection, co-create value.

Finding “your people,” your “tribe,” online.

A Pattern Language by Christopher Alexander, et al.

Patterns rule: understand the patterns in your community.

Libraries are cultural triggers that activate networks: media, literature, art, film local history, archives, databases.

In networks, weakness is strength. The weak ties are the strength of the network. Find the “bridge people,” the influencers.

M. Yunus looked for the entrepreneurial female in villages in Bangladesh and Kenya and handed her a mobile phone.

Making a scene: art scene, rebels, coffehouses, later moms with strollers. Culture makes it happen.

Libraries give context away. Libraries are in the cultural context business.

Improving the culture means improving the economy, etc. It’s a virtuous circle.

Hamilton Library (Ont.) promoting “open media.” People can go there and create their own media.

Eye beacons (Internet on the wall): they’re using it to give people messages on their phones as they head into a concert.

“Community mapping”: staff share their ideas in graphical form.

Scale up “open media” to a national level.

Library becomes a repository of local media.

Libraries as small business development engine. Women entrepreneurs share their stories.

Data into maps to improve tourism, public health, etc. Transform cities.

Mapping Detroit proved that there are some neighborhoods with a net increase in population.

“Thought leadership.”

A “big hairy audacious feedback loop” of data, etc.

“Culture eats strategy for lunch.” If you want to reach people, tell them stories that resonate with their cultures.

Why aren’t libraries local financial hubs (like post offices in some countries)?

Why can’t libraries become publishers of local culture?

Why aren’t libraries’ archives rented as unique media resources? (e.g., banks could get the history of houses for their customers)

Why aren’t libraries embracing community newsrooms?

Get your library to the place where story meets data meets culture.

Engagement Strategies in Turbulent Times #inet2013 #internetlibrarian

Kara Evans, Pfizer

Library is under IT

Allocated content budget to R&D

Training sessions on online products

Weekly updates go to 15,000 subscribers in the company

Formed a team to optimize information assets.

Did survey on information needs, then focus groups.  Asked what their pain points were.

– Improve transparency
– Increase our presence (Staff didn’t realize there were still people they could call once the physical library went away.)
– Target communications (Come to staff meetings to talk about specific needs and solutions.)
– Simplify e-library (Web site has gotten a little cluttered.)
– Evaluate delivery options

Outreach part of the job.

Working with executive sponsor, so decisions are understood at highest levels.

Robin Henshaw and Valerie Enriquez, Ironwood Pharmaceuticals

Ironwood is a start-up, but they hired a librarian early on. The library is under R&D.

Library does:
– Literature searches (PubMed, Scifinder, Pipeline)
– Article requests
– Copyright compliance
– Database subscriptions
– Training
– Vendors
– Communications (outreach)

Added collaboration to all services.

Embedded: attending department meetings, working with R&D.

Added: Embase, Dialog, etc.

More tasks done by end users. (e.g., article delivery from Science Direct)

New users: meet them in person and do training on databases, etc.

Group training: tailored to particular groups (e.g., chemistry, competitive intelligence)

Meetings with research working groups

Vendor training

Outreach about new databases as they are added.

IM: Just introduced at the company.