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Speakers: Amanda Etches-Johnson, John Blyberg, & Sarah Houghton-Jan
One of the frustrations people have is that there are all sorts of exciting projects you could do, but often they are blocked by things that may be confusing to you. If you’re persistent, you can find ways to get around them.
We need to change the hearts & minds of the stakeholders in order to effectively implement something new. "Because we’ve always done it that way" might be a frustration and source of some amusement, but the reality is that we all have some attachment to established routines and processes. Make sure whatever you implement fits within your institutional strategic plan.
Often you can make changes without anyone noticing, and when they do, it’s already established. Start planning in advance – if you know you want to implement something, get people familiar with the idea or tech before introducing it as something to implement locally. When it’s no longer a foreign or new thing, then they will be more likely to go along with it.
You need to provide a counter-vision for people to latch onto. You need to have a vision that you know will be successful and that people will get behind you on it.
Evidenced-based librarianship requires due diligence. Do a literature search. Ask your colleagues about their experiences. If there is no evidence to support it, do it anyway. Make sure to collect the evidence as you go to share with others.
Try not to step on any toes as you are moving forward on your project (avoid collateral damages). Talk to everyone – you need to know where your project will impact other people, and you don’t know what you don’t know. YOU DO NOT HAVE TO HAVE A MEETING. You can do this virtually.
What if the thing you want to do isn’t right? Give it a try and fully commit to success, and if it fails, that’s okay. You learn more from failure than from success. Figure out what went wrong and why. Don’t be discouraged.
Timing is everything. It may be too soon, so hang on for a bit and deploy when it’s most effective. No right now doesn’t necessarily no six months from now. Don’t get discouraged with nos.
Project teams can be a force for good. The team needs to buy into the process, and having specific goals/tasks can help.
When do you get buy-in from stakeholders versus just going forward with it? Use your best judgment. You often know when you will get unreasonable resistance, so sometimes it’s okay to ask for forgiveness rather than permission, but be ready if it backfires.
Trust yourself. You know what you’re doing.
Know when to quit. Evaluate your situation, and if the returns are diminishing, then it’s time to move on to something else, even if you’ve invested a lot into it already.
Make sure you take care of the infrastructure first. You will have trouble getting stakeholder support for your project if the day-to-day stuff is falling apart. Unless your project is designed to fix infrastructure problems.
Keep some cards hidden. Let people feel like they’ve made suggestions for something (that you’ve already planned to implement) or put off implementing some features unless you or your team have time to do them.
[Sarah recommends drinking heavily, also.]
Update: Sarah has posted a list of the tips, if you would like to consume them unfiltered.