DIGITAL AGE MANAGEMENT AND LEADERSHIP: FIVE CRITICAL STEPS TO INTEGRATING DIGITAL AGE TECHNIQUES INTO THE WORKPLACE April 7th, 1:00 to 2:00 Central Texas Library Association Dr. Julie Todaro [email protected]

This program will be recorded; a link will be sent to everyone who registered

What are the critical steps for getting what you need? 1.

Establish meaningful outcomes

2.

Gather relevant data

3.

Use data to articulate value

4.

Continuously assess data to determine need

5.

Identify and choose a target “population”

9.

Convince specific target population of need

10.

Secure support from target population

11.

Outline specific action(s) needed from target population

12.

Establish plan for tracking actions

13.

Recognize attempts

6.

Get their attention

14.

Celebrate successes

7.

Create awareness of you/your need

15.

Illustrate impact

8.

Present the case for your need

16.

Integrate target population into stakeholders

So let’s simplify the steps for getting what you need to ‘FIVE things you need to support your initiative to get what you need:’ 1.

Attention to “change”

2.

Unique, specific timing

3.

Illustration of value

4.

Data visualization

5.

Persuasive content

So what the heck makes these “digital age” techniques?

Change, timing, value, data visualization and using persuasion are not “new” aspects for work. They are; however, different in today’s workplace.

Simply put:

• Things change at a much faster rate…..often 7

to 1 or – what I call - dog-year change. (Well, not ALL “dog-things” move that often or that quickly.)

We have multiple, complex, year-round timing considerations for “standard” timelines as well as: • Far more timelines, • More types of timelines, • More “surprise” timelines, and, • Shorter amounts of time to meet deadlines imposed AND

…we need to present what is needed on their timeline, not ours!

• Non-profits and especially

our profession now have more content than ever before on the meaningful value of our facilities, resources and services. We need to use it!

• While charts, graphs and visuals

have always been prevalent in the workplace - today’s larger, more complex and often interactive graphic images attract attention, capture the imagination and complex content. ………………………

• Persuading others today is

both an art and a science with significant techniques for matching needs to target population including the story, data, value, images, and combinations of story, data, value, images.

So…what are factors in the five steps?

1. Attention to “change”… 1. Address the issue of change head on and provide C.E. content on change, how change affects people, how people “see” and deal with change and how they get successfully through change. 2. Establish standard visual images to communicate and educate about “change” such as paradigm shifts, mind maps and/or flow charts.

3. Establish broad calendars that address not only standard activities and events but “change” road marks. Calendars should focus on listing steps or elements of “change” road marks and not just chronically list when something specific occurs.

More …attention to change… 4.Define expectations for performance of employees and administrators within the context of change.

5. Establish mechanisms for learning new areas when dealing with change and teaching others how to work/live with change - including assisting patrons with your change. 6. Assess current communication patterns and techniques to ensure they address change and – if not - establish standards for integrating the “new” including communicating change(s) relating to both employees and patrons.

More…attention to change… 7. Design and implement a proactive plan for dealing with (integrating, implementing, etc.) rapid change and information sharing about change with umbrella organizations.

8. Assess “anchor” organizational content for accuracy i.e. ensure that institutional documents such as employee handbook, job descriptions, performance expectation documents, etc. are dynamic and current to reflect changes.

More …attention to change… 9. Establish mechanisms for library workers dealing with change such as stress relievers, sense of and area for play/recreation, respect for and outlets for reaching creative potential. 10. Establish a mechanism (temporary or adhoc or ongoing) for dealing with problems associated with change, complaints concerning change as well as issues occurring during times of great change. 11. Be specific on elements of change including benefits, negative aspects, consequences, and specificity to departments, job categories and specific jobs.

Paradigm Shift of Organizational Structures

Paradigm shift of IT functions and processes in organizations

Paradigm shift of how things have to change in Healthcare areas given the changes in the system

2. Unique, specific timing • Assess how library workers, umbrella organization decision makers,

stakeholders, and constituents view time • Standardize workplace calendars for the organization as a whole, for individual departments and for projects – for individuals in the project • Create timelines that match how your target population thinks • Combine timelines with other documents and concepts • Illustrate all activities in a year-round timeline • Create a master grid of timelines and activities of timelines • Establish ownership of “time” elements and activities • Educate on time management • Educate on project management

3. Illustration of value (use their terminology) Economic impact • Value added/Added value • Return on Investment (ROI) • Price point/cost value • Economic Value • Information Assets • Worth • Enhanced productivity • Measure and assess • Student success •

•

Outcome

•

Evaluate

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Perception of value

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Evidence of Impact

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Cost-benefit

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Cost-effectiveness

•

Customer/client/constit uent/user perception of value

• Effectiveness • Cost savings

• Revenue generating vs. non-revenue generating value

Steps to building in value… •

Identify benchmark value data.

•

•

Articulate the importance, role and value found through measurement, evaluation and assessment.

Identify all stakeholder roles in the value process.

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Design opportunities for value assessment.

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Use outcomes assessment practices.

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Create value/assessment teams and team leaders.

•

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Build a value assessment model to mirror the umbrella organization’s measurement, evaluation and assessment and articulation of value. Identify all employee roles and responsibilities in the value process.

4. Data visualization and the first rule in data visualization? NO DULL DATA… 1.

Irrefutable data: statistically-significant, robust data from significantly credible sources (data should be based in reality/”reflect” reality)

2.

Substantial data: point-in-time data or directionally accurate data. Typically survey data on a big scale (state, regional, national) or a smaller scale with benchmark or outside surveys…can be snapshot and substantial or can be specific target groups and substantial

3.

Expert commentary: quotes from industry experts (agency personnel, leading vendors, peers in the field/other benchmark entities) can be considered a summary or synthesis of information.

I mean it…no dull data. 4.

Anecdotal data: Although many consider anecdotal data only “example” or “storytelling” or “endorsement” data, it can be data driven…what separates it from substantial is that it includes only “one or two data points or examples that support your case.”

5.

Quotes: Comments from constituent groups, etc. can illustrate need & be powerful evidence.

6.

Your opinion: From the perspective of most “audiences,” your opinion is typically considered too biased to be considered supporting evidence. (Even though you may be the recognized expert in your district or in the field…use this approach last and if you use, enhance with 1, 2, 3, or 4.)

In fact, data visualization is not new to libraries; but we have not consistently created data based on umbrella institution needs, or understanding. What is meaningful to them and why?

•

Whether the content is data or information driven or a visual “factoid” it is now commonly used in journalism, entertainment and many areas of research. (One picture…., visual executive summary, learning objects, chunking information….)

•

Data visualization draws attention, easier to understand, creates awareness and entertains.

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“Contemporary” illustrations present libraries in a more “contemporary” light.

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Data visualization more clearly illustrates what we DO.

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Move beyond “flat data” to Illustrate complexity/data with several dimensions.

•

Comparing and contrasting library issues with “adjacent” or “known” areas such as bookstores….a literary world…general data on data (metadata) is important….that is, what your constituents are familiar with or recognize immediately is important. Context visualization frames library data against what constituents recognize from their communities, their experiences, etc.

Examples…of creating visual images or “known” or “realized” data for contrasting/comparing against libraries • Fill our football stadium for five home games and that’s how

many people used the library last month…that’s why we need new carpet in our entry area. • The library has more people visiting it on Sundays than the local big box store. Sunday visitors completed 28 job applications in the last two weeks of April. • Library staff successfully answered more questions than the local 911, 311 and 411 combined last summer. • More students use the library each week than visit the student union on campus. 62% of those taking the survey indicate they used the library to complete their classroom assignments.

Classic data visualization

Chunking, visual executive summary, one picture….

5. Persuasion There is much research on what persuasion is and how to persuade others. Basic factors in persuasion in general include: •

Need (rather than want, desire, trends, etc.) tends to be the driving force behind successful persuasion.

•

The most successful persuasive messages are those that convince target audiences of your need delivered with supporting, convincing data using repetition of related factors.

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Both pros and cons should be presented in discussions and “known” cons should be presented first so the audience will hear their concerns first and be able to listen to pros.

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Typically, the favored viewpoint (or need statement) should be presented last as listeners – tend to remember the end better than the beginning or the middle.

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Presenters should stress the need with the most convincing data or the data related to the audience last.

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Summary statements should “finish” with action needed clearly stated.

Persuasive content - techniques

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There are many lists of “ways to persuade.” Six major principles of persuasion, based on Robert Cialdini’s research, offer those building messages and persuasion principles and techniques significant approaches to influencing others from the frontlines. These six basic principles include:

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Principle of Reciprocation

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Principle of Scarcity

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Principle of Authority

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Principle of Consistency

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Principle of Consensus

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Principle of Liking

1. Principle of Reciprocation Societies are based on a concept "I am obligated to give back to you the form of behavior that you gave to me. If you gave me a favor, I owe you a favor. In the context of obligation people say YES to those they owe. It works because groups that play by the rules of reciprocal exchange gain a competitive advantage. Members of a group can call on other members of the group because when they send resources they aren’t sending them “away.” What you "give" is a credit.

We need to master the art of “exchange.” WHY? It sets the tone for partnerships to be formed. Arguments for persuasion and reciprocation should have multiple opportunities for success, that is, those persuading should be ready with alternative requests if the first request is not possible.

2. Principle of Scarcity Scarcity of commodities is a major persuasion factor for people. Research shows that the merits of something don’t matter as much as context…people want what they can’t have. How do you use this to persuade? When you present an idea, explain what it is they will get that they can’t get anywhere else… Tell them the bundle of advantages they will get if they move in your direction. Data show it is not enough to say what people will gain…people more motivated by what they will lose…SO we explain the unique benefits they stand to lose if they don’t “go your way."

Many people avoid this because they think they are threatening others but use language that is neutral. Example: People have had access to something, now they won't…Rather than IF YOU DON'T think/vote my way, this is what will happen to you/your constituents….etc. AND

Scarcity works even better when you add the concept of "exclusive information.” When you get a new piece of information/unpublished report available…if it supports what you want to argue…give it to the select people as soon as you can.

3. Principle of Authority If an expert says it, it must be true…everyone's perception is that the most powerful have knowledge and trustworthiness. SO we want them to realize your knowledge and we need to establish your trustworthiness and we want to present your idea as a credible one …one they can trust…then convince them it's the best for them.

SO, before you present your strongest arguments as to why you are trying to persuade others, raise your weakness first and tell them your strongest points outweigh/overwhelm the weaknesses. If you and your ideas have strengths and weaknesses, present the weaknesses FIRST and SECOND present your STRENGTHS. This establishes you (or your idea) first as trustworthy or credible (you told us your weakness or the weakness of the idea first) then as an expert (or why the idea is so good.)

4. Principle of Consistency Consistency and commitment

We want to get people to say yes to us AND

Getting people to yes is not just the nod and smile but our goal is to include public commitment and if we can written commitment. Language that works is… Rather than saying…we hope you will

to identify if they have done it in the past and

SAY ………………

•

we want them to continue to support us by telling us verbally

or

•

and in writing commitment to telling us they will do it.

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would you please? when can you?…

5. Principle of Consensus “A lot of other people are doing, therefore, it must be the right thing.” People have to identify with or relate to or understand the "other people" of whom you are speaking.

Bringing in general names and general categories doesn't work as well as saying people like them who are "signing on" to your idea/request/saying yes.

6. Principle of Liking People like to say yes or people can be persuaded when:

•

When they are complimented and thanked for doing a good job and

They are aware that others are involved whom they like and who are like them

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When they feel they are part of the whole who are working together for success.

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So…more examples…

Recent examples of value, persuasion, timing…for the IMLS response re: elimination of IMLS agency (written for specific legislators:) •

Our nation’s public libraries receive more than 1.5 billion (pdf) in-person visitors each year from students, parents, job-seekers and seniors alike.

• Create the awareness of

magnitude • Identify specific populations in

the magnitude • Categorize how students,

parents, job-seekers and seniors use the library

More recent examples… 

In Chairman Tom Price’s (R-GA) own district, for example, IMLS helped establish and now helps fund a:    



hugely efficient and successful statewide library catalog that gives millions of Georgians and every library in the state access to everything in every other library’s collection.

The State Librarian of Georgia estimates that replacing this statewide PINES network with individual systems would cost over $100 million over the next ten years alone.

More recent examples…



“Even closer to home for Mr. Price, nearly 100,000 individual and

business library users in Georgia’s Sixth Congressional District rely on their local libraries for access to summer reading programs, online research databases and cutting-edge technology tools and resources. 

And over 35,000 blind and physically handicapped residents of his District depend on an IMLS-funded program called the Georgia Libraries for Accessible Statewide Services to access information from library collections, assistive technology and more.

•“In no small measure, federal funds administered by IMLS also

have helped leverage other federal investments in the programs of many other agencies. •Libraries, for example, are front-line partners with the

Departments of Education, Health and Human Services, and the Government Publishing Office in affording millions of Americans access to data critical to everything from home schooling, to job searching and retraining, children’s health and small businessbuilding support.” •

Participants will have access to the Powerpoint after the program and a list of suggested resources will be posted.

Thanks for attending….and remember… •

No dull data!

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Lead with cons

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Gather data all year

•

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Always present information in local or recognizable context

Identify infographics or web graphics you can tailor to your organization

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Timing is everything!

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Benchmark value data

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Identify and create value statements understood by your umbrella organization

Use terminology everyone understands.

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Make everyone responsible for data, value and determining need.

Identify and lead with need

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Integrate value and data into all aspects of marketing and public relations.

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• May

12, 11am Central Daylight Time Introduction to Providing Information and Directional Reference www.txla.org/CE-AZ

• May

19, 2pm Central Daylight Time Building A Culture of Collaboration (free program)

Future programs may be found at

www.txla.org/CE

Archived webinars & Continuing Education • Links

to the recording from today’s program will be sent out by tomorrow, along with information on printing Continuing Education certificates.

• The

email tomorrow will also include a short evaluation survey.

For further information on TLA programs Ted Wanner Continuing Education Specialist Texas Library Association [email protected] / 800-580-2852 www.txla.org/CE

Thank you for attending

DIGITAL AGE MANAGEMENT AND LEADERSHIP By Dr. Julie Todaro