Week One: June 1-5, 2026
In the the first week, I saw the 2026 Mortenson theme, Poised for Impact: Data, User, Strategy-Driven Libraries, emerge repeatedly across discussions, sessions, and site visits. More importantly, I saw the theme come to life through the different concepts, experiences, and examples shared throughout the week.
This week we focused on leadership, assessment, advocacy, networking, change management, and the role of libraries in demonstrating impact. Throughout the week, I found myself returning to a central question: how do libraries demonstrate their value in a meaningful way, and how do we tell that story to the people who matter?
One of the first activities was completing the DiSC assessment, where I discovered that my style is iD (Influence-Dominance). While I am still learning more about what this means, the assessment prompted me to think about my own leadership style, communication preferences, and how I interact with others. More importantly, it highlighted that people approach work, decision-making, and communication differently. Understanding those differences is essential for leading teams, facilitating meetings, and building productive relationships. The introduction to the GRR (Goals, Roles, Rules) model reinforced this idea by providing a simple framework for creating clarity and accountability when working with people who may have different styles and expectations.
A major theme throughout the week was the role of data in decision-making. Rather than focusing solely on collecting data, discussions challenged me to consider whether we are asking the right questions in the first place. Are we gathering information that truly helps us understand user needs, or are we simply collecting information that confirms what we already believe? This shifted my thinking from data collection as an activity to data collection as a strategic tool. Equally important was the discussion around demonstrating impact. Libraries often do excellent work, but that work must be translated into outcomes that stakeholders can understand and appreciate. This requires not only evidence but also effective storytelling. Data tells us what happened, but storytelling helps explain why it matters. I found myself thinking about how I can better use evidence and narrative together to communicate the value of library services to management, decision-makers, and other stakeholders.
Are we gathering information that truly helps us understand user needs, or are we simply collecting information that confirms what we already believe?
The dinner discussion on professional associations also provided valuable insights. I gained a deeper appreciation for the opportunities these organizations create through leadership development, networking, shared resources, and advocacy. I was particularly intrigued by how associations can advocate for libraries at national and governmental levels, contribute to curriculum development in library and information science, and create communities where professionals can connect through shared experiences and common challenges. The conversations also highlighted the importance of remaining open to opportunities, communicating clearly, and being willing to learn from others. One point that resonated with me was the reminder that professional involvement outside the workplace can be rewarding, but it also requires balancing additional responsibilities and commitments.
Change is one of life’s greatest constant. The session on change management introduced William Bridges’ Transition Model and emphasized the distinction between change and transition. Change is the event itself, while transition is the human process of adapting to that change. Understanding the stages of ending, the neutral zone, and new beginnings provided a useful framework for thinking about how people experience change and how leaders can support them through it.
Another theme that emerged during the week was assessment and the role it plays in demonstrating impact. I was encouraged to think beyond simply collecting data or tracking activities. Instead, the focus should be on assessing outcomes and determining whether efforts are achieving their intended goals. The question is not just what data has been collected, but what that data tells us, what we are learning from it, and how it can be used to improve services, inform strategy, and communicate value to stakeholders.
The week concluded with visits to OCLC, The Ohio State University Libraries, and Westerville Public Library. These visits provided practical examples of many of the concepts discussed throughout the week. Learning about OCLC’s history, collaborative model, products, services, and infrastructure demonstrated what can be achieved when libraries work together toward a common purpose. The visits to Ohio State University Libraries and Westerville Public Library highlighted how thoughtful planning, intentional design, and a clear understanding of user needs can shape services and spaces. What stood out most was seeing how strategy, assessment, and community understanding were translated into tangible outcomes and visible impact.
As I reflect on the week, I find myself thinking less about libraries as collections and more about libraries as organizations that must continually demonstrate value, adapt to change, understand their users, and communicate their impact. The recurring themes of data, assessment, leadership, advocacy, and storytelling have already begun influencing how I think about my own library and the work I hope to accomplish there.