The first week of the 2026 Mortenson Center Associates Program at the University of Illinois Urbana-Champaign got off to an inspiring start. We were warmly welcomed by the Mortenson Center team, led by Professor Clara Chu, Director and Mortenson Distinguished Professor, together with Vuyo Jamieson and Gladys Kemboi.

The program kicked off with a welcome dinner hosted by Lisa and Joe Hinchliffe, offering us a delightful introduction to Midwestern culture and cuisine. It also marked the first opportunity for the 2026 Associates to meet and connect in an informal setting as we played Jenga and other games. This year’s cohort brings together thirteen information professionals from nine countries: Bulgaria, Ghana, India, Japan, Kenya, Qatar, South Korea, Spain, and Trinidad and Tobago. From our very first introductions, it was evident that each Associate brought unique experiences, professional backgrounds, institutional contexts, and perspectives. Together, these diverse viewpoints, complemented by an expert lineup of trainers, will certainly create a rich global learning environment throughout the program.

The program theme, “Poised for Impact: Data, User, Strategy-Driven Libraries,” set the tone from day one. Rather than focusing solely on traditional measures of library success, we were challenged to think more deeply about impact. What difference are libraries truly making? How do we demonstrate value beyond usage statistics and activity counts? How do we communicate our contributions in ways that resonate with stakeholders, funders, researchers, students, and the communities we serve? Even beyond that how do we communicate our expertise more effectively? How do we build services around evolving user needs and be key drivers in the AI space?

These questions framed many of the discussions throughout the week and immediately challenged us to rethink our roles in an increasingly data-rich, user-centered, and rapidly evolving information landscape.

What became clear from the outset was that this would not be a conventional professional development program. The Mortenson Center Associates Program is designed as an immersive and highly experiential learning journey, one that encourages participants to reflect critically, engage actively, learn collaboratively, and translate new insights into meaningful actions back home. By the end of the first week, it was already evident that the experience would be professionally transformative and enriching and this makes me excited to be part of this prestigious program.

Discovering My Leadership and Work Style Through DiSC

One of the most personally transformative experiences of the week was participating in the Everything DiSC Workplace assessment facilitated by Shirley-Smith Crews. The session provided valuable insights into my leadership and work style while highlighting practical ways to communicate, collaborate, and work more effectively with colleagues whose priorities, preferences and working style differ from mine, which is at the heart of what the DiSC framework is designed to achieve. The DiSC model has four primary behavioural styles categories: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C).

My assessment identified me as having a Conscientiousness (C) style. Individuals with this profile tend to value accuracy, analytical thinking, structure, quality, stability, and evidence-based decision-making. They are often motivated by opportunities to solve complex problems, improve systems, ensure quality, and apply their expertise, and they tend to be cautious.

As I reflected on the results, I found many aspects remarkably accurate. The emphasis on precision, careful analysis, independent problem-solving, and thoughtful decision-making strongly resonated with how I approach leadership and work.

However, the most valuable lesson extended beyond understanding my own style. The DiSC assessment underscored that effective leadership is not about expecting everyone to think, communicate, or make decisions the way we do. Rather, it is about understanding and adapting to the diverse styles, motivations, and preferences of those around us.

Some individuals are driven by results and rapid action, while others thrive on collaboration and relationship-building. Others value stability, support, and harmony. Understanding these differences can help reduce misunderstandings, strengthen collaboration, and foster more effective and inclusive workplaces.

The workshops provided practical strategies for adapting work styles without compromising authenticity, a concept described as “bending without breaking.” I particularly appreciated the emphasis on understanding behavioural preferences and learning how to engage constructively with different personality styles in the workplace.

As someone with a strong analytical orientation, one important takeaway was the need to intentionally strengthen my networking, relationship-building, and adaptability skills. Growth often happens outside our comfort zones, and effective leadership requires balancing our natural strengths with a willingness to adapt to the needs of others.

It was, however, worth noting that all DiSC styles and priorities are equally valuable, and that no single style is inherently better than another. While my profile aligned most strongly with the Conscientiousness (C) style, the assessment emphasized that everyone is a blend of all four styles and that our work styles are further shaped by life experiences, education, and personal growth. Understanding ourselves better is the first step toward becoming more effective when working with others.

Change Management

I drew insightful lessons from the session on coping with and leading workplace change. Libraries today face constant disruption, from budget pressures and evolving user expectations to artificial intelligence and rapidly changing research ecosystems. Managing change is not simply about implementing new systems or processes. It is about supporting people through uncertainty, helping teams navigate transitions, and creating conditions where they can thrive.

“The secret of change is to focus all your energy, not on fighting the old, but on building the new”

Socrates, Philosopher

Assessment in Information Literacy Instruction – Designing Learning for Impact

The session on information literacy assessment by Piper Martin and Alex Deeke reinforced the importance of intentional instructional design.

The concept of backward design starting with desired outcomes, identifying evidence of learning, and then designing instruction, offered a practical framework applicable far beyond information literacy. Rather than attempting to measure everything, we were encouraged to identify the most important learning outcomes and focus assessment efforts accordingly. This principle applies equally well to training programs, digital literacy initiatives, research support services, and organizational learning strategies.

Study Visits to Ohio

The study visits to Dublin and Westerville in Ohio state provided an invaluable opportunity to observe OCLC; and Ohio State University and Westerville Public Libraries in practice and to progress the Program theme discussions.

At OCLC, discussions highlighted the importance of strategic partnerships, global collaboration, data stewardship, and innovation. It was exciting to have a tour of OCLC data center.

At Ohio State University Library, I was particularly inspired by the Research Commons and the institution’s integrated approach to research support. The emphasis on flexible learning environments, data management, and coordinated services demonstrated how libraries can position themselves as strategic partners in the research.

At Westerville Public Library, the focus shifted to community impact. From maker spaces and seed library to technology assistance, home delivery services, homework support, and chick hatching displays and several other initiatives, the library demonstrated exceptional commitment to meeting people where they are and particularly the intentional effort to reach non library users. Rather than waiting for people to come to the library, services were designed to connect with communities proactively.

All these visits reinforced an important principle that impactful libraries (and institutions) are not defined by their buildings (really) but by their ability to understand and respond to community needs. One message resonated strongly all through, that libraries must proactively communicate their value and expertise rather than assume users understand their contributions.

Beyond Metrics: Understanding and Communicating Impact

A recurring theme during the program introduction and throughout the week was the need to move beyond activity metrics toward meaningful impact assessment. Libraries can readily report circulation figures, training attendance, database usage, and publication outputs. However, the more important question is: What difference did these services make?

This discussion particularly resonated with me. In research-intensive institutions, demonstrating and communicating impact is key. We were challenged to look beyond traditional indicators and consider broader measures of influence, including policy impact, societal outcomes, researcher success stories, and institutional value creation.

A key takeaway was that impact must not only be measured, it must also be communicated. Libraries possess significant expertise and contribute substantially to their institutions, yet these contributions are not always visible to users and stakeholders. Effective storytelling, strategic partnerships, and intentional communication are essential for demonstrating value and strengthening institutional impact.

Looking Ahead

As week one concluded, I found myself reflecting on how seamlessly the different sessions connected together. The in-depth presentations, hands-on activities, discussions on practical applications, field visits, and reflection sessions provided a rich and engaging start to the program. The week challenged me to think differently about impact assessment, communication, leadership, change management, instructional design, partnerships, and community engagement. More importantly, it encouraged me to think intentionally about how these lessons can be applied back home.

Beyond the training sessions and field visits, each Associate was assigned a Library buddy, creating additional opportunities for learning and cultural exchange. Through this initiative, we were able to learn from our buddies’ professional experiences, knowledge, and skills, as well as their perspectives as residents of the Champaign-Urbana community. I enjoyed insightful conversations with my buddy, Professor Atoma Batoma.

If the first week is any indication, the Mortenson Center 2026 professional development and leadership program is indeed an invitation to rethink how we lead, innovate, and create meaningful impact by being data-informed, user-centered, and strategically positioned to thrive in an AI-enabled world.

With three more weeks of learning ahead, I look forward to deepening my understanding, building lasting professional connections, and exploring new ideas that can help strengthen information services in my own context and beyond.

Reflections: Week 1 | Week 2 | Week 3 | Final Entry | About Me