Value Has Many Faces: Communication is Key

Increasing the value of information professionals in general, but individual information professionals in particular, is my goal for the coming year. During my speech at the SLA Annual Business Meeting in Minneapolis in June, "V=7C: The Search for a Compelling Value Proposition," (visit http://www.sla.org for the complete text) I asked every member of SLA to take personal responsibility for creating a campaign to sell their value. I will focus on the "7Cs" in these columns throughout the year. COMMUNICATION is the pivotal one. Referring to SLA's document "Competencies for Special Librarians in the 21st Century" I said, "A public statement of our competencies, and our adherence to them, will not, alone, ensure that the world understands the value of special librarians . . . Competencies, without COMMUNICATION, do not have an impact."

A panel discussion at the American Association of Law Libraries (AALL) Annual Conference in Washington, DC, in July, focused on attorney and law firm management's expectations for law librarians. "We don't understand your skills, what you do, and how . . .You are not visible to me," one panelist said. An attorney concurred, saying, "We don't know what we should expect--what value you bring to the table. You have a selling job."

The briefing paper "Skills for Knowledge Management" was prepared by TFPL Ltd. for The Library and Information Commission in Britain. One purpose was to "gain an understanding of KM and the roles, skills, and competencies needed in these environments and assess the implications for the library and information profession if its members are to play a full part in KM." http://www.lic.govuk/publications/executivesummaries/kmskills.html A generalized list of common features of those who are moving into KM roles is followed by a disturbing observation. "The LIS profession appears to have had little impact on KM organisations. Whilst it is true that a few 'mature' KM environments are actively integrating LIS skills into their KM teams, many are late in discovering that these skills exist. And it is sobering to note that some organisations see a limited involvement for LIS professionals . . ."

Lawyers don't know what skills we have. KM environments are just beginning to discover that our skills exist. Who is at fault here? Is it the responsibility of management to discover what we do? The "if you build it, they will come" mantra may work in a "Field of Dreams", but in the everyday field of dried cornhusks and mud, that is an unrealistic attitude. Effective, constant communication is required.

The TFPL study emphasizes communication: "verbal, written, and presentation skills are required in order to influence, persuade, negotiate, and share knowledge." Influence. Persuade. Negotiate. Share knowledge. All of these elements of communication will be required as you create and sell a compelling proposition for your value. An additional communication skill is active listening. Don't tell people about the competencies you have mastered and services you provide. Listen while they tell you what they do, what they need, what they are concerned about. Then deliver something unexpected, based on what you have heard. Communicating doesn't mean simply creating reports. A periodic report is only the beginning. Couch it in "their" language, not yours. Hand deliver it, don't put it in interoffice mail. Sharpen written skills, but also make a conscious effort to be visible. Verbal skills are not just about speaking well. They include organizing thoughts in order to present your case briefly, to the point, and in memorable concepts appropriate to the audience. Not unlike an advertising campaign.

Effective communication doesn't mean MORE, but more targeted. It encompasses listening, speaking, writing, presenting, negotiating, persuading, and being visible and passionate. To be successful, a communications project must be a conscious part of your daily routine. "I don't have time," is not an allowable excuse. If it is important to your survival and elevation in the organization, you will find a way to make time. Why not?

Susan S.Di Mattia,

President, SLA