For me, this competency encompasses pretty much all of library work. In some way, shape, or form, information professionals are planning, managing, marketing, and advocating. Whether it's the library director planning out what their library services will look like in the next 5 years; the library supervisor implementing staff engagement activities; the library tech creating social media posts for the next week; or the librarian writing a grant to gain funds for promising services, the information professional is constantly engaging in these principles. It's pretty much what we do and who we are. Throughout my work and school experience thus far, I have had a hand in using marketing techniques via social media tools, I have demonstrated the use of management techniques to oversee and train new employees at my library, I have had experience using planning techniques to run the social media component of SJSU's Special Library Association Student Chapter (SLASC), and I have advocated for programs and services, at work. If there's one thing I'm taking away from this program, it's the importance of the principles of planning, management, marketing, and advocacy.
I became very familiar with the strategic planning concept very early in my tenure at SJSU. In my Info-204 class, working in a group, we had to draft a full organizational analysis including an environmental scan, SWOT (strengths, weaknesses opportunities, threats) analysis, and a full measurable strategic plan with new mission, vision, and values statements. The work on this project proved to be difficult at times, but also rewarding. It was rewarding because it helped me learn more about the importance of planning in an organization and the importance of the strategic plan. Before we actually started work on the group project, we had to learn about what a strategic plan is and the theory behind it. "Within the context of the library and information management, a strategic plan allows an information organization to achieve its goals and objectives by identifying those projects, programs, and activities that are essential to and consistent with its core mission and overarching vision" (Rosenblum, 2018, pp. 233). This quote from our textbook stayed with me as my group began work on this project. I understood the importance the new mission, vision, and values statements would have as we developed the rest of the organizational analysis. Because I was the one drafting the new statements, I had to consider what the new goals and missions of the organization are and how best to articulate those into these new statements. The mission, vision, and values statements ultimately set the foundation for an information organization to plan what the future of the organization will look like.
When the COVID-19 pandemic first hit, libraries had to face the reality of shutting their doors to in-person services. This ultimately meant transitioning to remote services and assessing the way we conduct our services with users as a whole. Speaking from my own experience, when my library first closed in early 2020, I was sent home for roughly two months. When I was able to return, many changes had taken place. "Information professionals need to have the skills to manage change and lead their information organizations through the often difficult, uncertain, and risky processes that are necessary to adapt to those changes" (Barefoot, 2018, pp. 246). Because of the impacts of the pandemic, libraries and library administration had to undertake major change management. Change management, "...a collective term for all approaches to preparing and supporting individuals, teams, and organizations in making organizational change" , must be understood by information professionals, especially as the future of the pandemic involves so much uncertainty (Barefoot, 2018, pp. 247). Furthermore, understanding how to implement change in an organization is a key skill that will help drive the organization into the next years. Implementing change in an organization can be done in eight steps including creating a sense of urgency, building a team, creating a vision for change, communicating the vision for change, removing obstacles, creating short-term wins/goals, building upon the change, and anchoring the change in the organization (Barefoot, 2018). These eight steps are merely the building blocks to implement change, they can be modified depending on the organization. What matters most in management is the understanding of change and change management. If the pandemic has taught us anything about change, its that it is necessary. Effective change comes from effective management and leadership.
Libraries are continuously developing programs and services that have such an impact on users. Getting the word out on these programs and services are in some ways as equally important as developing the programs and services themselves. If no one is there to experience these amazing programs and services, then what's the point? This is where marketing comes in. Marketing in the library world is extremely important as it is used to project a positive image of the organization and communicate with users (and potential new users) (Alman, 2018). I have had much experience with marketing throughout my work experience and tenure at SJSU. At work, I contribute to our marketing plan by creating social media posts, writing blog articles, and contributing to the e-newsletter. At school, I serve as the social media co-director for SJSU's Special Library Association Student Chapter (SLASC). I utilize social media to market events, promote membership in our student chapter, and contribute to outreach initiatives to the SLASC and greater iSchool community. Through experience, I understand the importance of marketing in regards to communicating with an audience and users. When taken seriously through planning, branding, assessment, and evaluation, marketing can be the ultimate tool for the organization to communicate their mission and goals to users and stakeholders.
I like to think that there are 3 ways in which an information professional advocates. First, they advocate for their organization. This includes marketing and promotion, developing community/public relations, developing community partnerships, networking, and lobbying for funds (Stenstrom, 2018). In this area, the information professional is communicating the value and significance of the organization to outside influences that may be interested in helping the organization carry on it's mission. Second, the information professional advocates within the organization. The professional will typically advocate for programs, services, and other changes within the organization. This usually comes out of evaluation and assessment of user experience and feedback from other staff. And lastly, the information professional will advocate for themselves. This will include advocating for themselves during performance reviews, while attempting to get a promotion, or while trying to get an award or individual grant. During my work experience, I have witnessed how hard and constantly information professionals perform advocacy in one of these three areas. I have come to understand the importance of grant writing, researching new ideas for programs and services, and keeping track of your own accomplishments so that I can effectively advocate in my career. Advocacy isn't a "one and done" type of principle, advocacy requires year around attention. It is one of the most important tools an information professional must understand and practice.
This first piece of evidence demonstrates my ability to participate in long-term planning, carry out a project with others, and my understanding of how an information professional can be an advocate for a specific information entity. This semester-long project had us work in groups to conduct a thorough environmental scan, SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, a strategic plan with goals and assessments, and a literature review. My contribution to this project was that of co-researcher, co-writer, and on-site liaison (we used my place of employment as the organization). In part 1 of the project, I was mainly responsible for providing info on the organization, drafting new and original mission, vision, and values statements, and contributing to the environmental scan and SWOT analysis. In part 2, I was mainly responsible for co-drafting goals, objectives, action plans, and assessments under the new strategic plan for the organization. With this assignment, I have come to learn that planning, management, marketing, and advocacy are not "one size fits all" principles, they must be tailored to fit the type of information organization. Through environmental scans and SWOT analysis, it can be determined what type of planning, marketing, management, and advocacy is needed in a specific information organization. This was actually a fun project that helped me understand the strategic planning process and the amount of planning that goes into it.
This next piece of evidence demonstrates my understanding of being an advocate for a specific information entity and how management theory can be applied in the workplace. For this white paper assignment, we were asked to compose a white paper on some aspect within the management area of academic libraries. I decided to focus my attention on strategic planning in light of COVID-19. In this paper, I advocate for academic libraries to refocus and reframe the way strategic planning is thought of in light of an uncertain future. I also advocate for refocusing the strategic planning process to be more collaborative and transparent among all employees of the organization. As COVID-19 has made the future uncertain, academic libraries should also adapt to plan for an uncertain future, rather than a certain one.
This last piece of evidence for this competency demonstrates my understanding and ability to apply the fundamental principles of planning, management, marketing, and advocacy. In the spring of 2021, I joined the executive committee of SJSU's Special Library Association Student Chapter as the social media assistant director. I quickly learned how to run the various social media accounts for this professional student chapter. Later on in the summer of 2021, myself and another student joined forces to be co-directors of the social media department. With this other student, I plan, market, manage, and advocate for our student chapter using various social media platforms. We create and post content to promote our events, increase membership, promote our blogs, and engage with the SJSU SLASC community and larger iSchool community. My experience in the executive committee is helping me understand the importance of managing and planning within a small department contributing to the mission of a larger entity.
When I first began my experience working in a library, I was already writing blog posts and contributing to social media (i.e., I began marketing and advocating for my library). When I first began library school, I was thrown into a group strategic planning assignment in my Info-204 course (i.e., I began learning about planning and management in the information organization). Right from the very beginning of my work experience and school tenure, I began to understand the importance of planning, management, marketing, and advocacy and the impact those principles have on the LIS profession. I have come to understand the four principles in this competency are not "one size fits all", they must each be tailored to fit the specific type of information organization. And finally, I understand the continuous importance of these principles and how they affect the information organization on a daily basis.
Alman, S. W. (2018). Communication, marketing, and outreach strategies. In Hirsh, S. (Ed.), Information services today: An introduction, (pp. 331-342). Rowman and Littlefield.
Barefoot, R. (2018). Change management. In Hirsh, S. (Ed.), Information services today: An introduction, (pp. 246-255). Rowman and Littlefield.
Rosenblum, L. (2018). Strategic planning. In Hirsh, S. (Ed.), Information services today: An introduction, (pp. 231-245). Rowman and Littlefield.
Stenstrom, C. (2018). Advocacy. In Hirsh, S. (Ed.), Information services today: An introduction, (pp. 343-353). Rowman and Littlefield.
Photo credit: Wellman Divide, CA by: Michael Van Aken