Solo librarians need powerful time management tools, since they are running their libraries without paraprofessional staff to assist. I’ve learned that many solo librarians (as well as other professionals) use their smartphones to manage and organize their time. Technology to the rescue!
One of the many positive aspects of solo librarianship is the diversity of the practitioners. Among them are law librarians, medical librarians, corporate/special librarians and archivists, to name just a few. This diversity helps solo librarians to better help one another, solving common problems and sharing/implementing best practices.
Over the past few years we have heard a lot about the special role of elevator speeches—those sound bites you practice in case you have the ear of a key decision maker or influencer in your organization for a few floors. I love this tactic, but let’s remember that it’s just a micro-skill and we can’t leave our communication strategies up to chance encounters.
It used to be considered inappropriate for library staff to monitor the usage patterns of their end users, but for today’s special libraries, tracking and acting upon the insights gained is essential for delivering the best in content, tools and services. Learn how to make a successful case for end user tracking.
During my career as a KM practitioner, I developed a profile of the most effective knowledge managers. It’s included in my upcoming book on promoting knowledge management initiatives within the corporate world.
I was speaking with a client about faceted search. (For more information on that subject see my blog post “A Firm Foundation for Faceted Search”). We discussed the need for well-organized and well-structured data to support useful faceted searching. The client challenged that need, and stated she had read and been told that some forms of guided navigation require no data preparation—and will work with completely unstructured data. In this post I’ll compare and contrast two approaches to searching.
You’ve got an imagination. You’re creative. Librarians often say they’re not—so typically modest—but generally acknowledge that the magic in getting answers and insights from information is a creative act. Librarians are experts in that. If you’re too self-effacing to present yourself as an expert, can you simply admit to your expertise?
In this first post (of many) for Lucidea’s Think Clearly Blog, I’ll put forward two frameworks for thinking about how to successfully present creative ideas for innovation and change within your organization.
As discussed in my last post, special libraries now exist in a highly competitive information marketplace, where business users of content have lots of options. Michael Porter—in his seminal book Competitive Strategy—stated that in a competitive marketplace there are three strategies that make sense: cost leadership, differentiation, and focus. What does this imply for special library strategies?
In my last post, I wrote about how I learned a difficult lesson: hard work and quality output must be in service of a solid business strategy if individuals, roles and departments are to thrive. As you know, keeping your special library vibrant and sustainable requires adaptation and lots of hard work. In addition, are you thinking strategically about how to make your library the best that it can be? Please read on for some ideas.
My first job was at Data Resources Inc. (DRI) working as a consultant with a large Fortune 25 conglomerate. My role was to provide industry information and sales forecasting via timesharing to its various business units by building a model that the customer would run (ideally) for years to come. Whenever the customer ran the model, DRI generated revenue. Sounds great, right? But I learned a difficult lesson about how things really work.