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Tips for Talking to Power, January 10, 2005

As the role of libraries and librarians continues to evolve, many library staff will find themselves in the position of representing their library and its services to a variety of people in positions of power.  These people may be elected officials, individual and institutional funders or community stakeholders.  Following are some basic guidelines for how to initiate and cultivate relationships with people in positions of power that will help library staff become more confident, strategic and successful in this often tricky territory.

The Preparation

• Know your audience.  Do your research.  What are this person's or this organization's priorities, pet projects, values, interests and initiatives they've supported in the past. Find out what services your organization provides that this person or organization will find compelling and frame your message and project on this basis.  This is much like customizing grant proposals for each funder.  Think about how supporting your library can benefit "power" and offer your help as a resource. (Position yourself as a reference tool for politicians-they can call you when they need accurate information in a hurry) The former Mayor of Santa Clara, California is an enormous library supporter.  In fact she won her first election largely because of her support of the library.  At the time the City Council was considering closing the branch library- Santa Clara 's original library.  Judy Nadler's platform for the election was "I don't want to live in a community that closes libraries".  Voters agreed and she became a high profile champion for the Library from that time on.
• Know your community.  Who are the movers and shakers? Which ones can and will advocate for your cause? Know the politics and politicos and be savvy.  Know whom you want to align yourself with and whom you do not want to and why (evaluate their voting records, know if any are under investigation for any improprieties, be aware of their personal and professional reputations) How are decisions made? Who makes them and when?  In the case of a city is it the City Council? The Mayor? The City Manager? In the case of a funder is it the board? The Executive Director? The Program Manager? The family or person funding a foundation?
• Join key organizations in your community such as service clubs, boards and committees (in which you have a sincere interest and something worthwhile to contribute) that will bring you into contact with power. 
• Use your contacts- ask them to be ambassadors for you, your library and services.
• Institutionalize your relationships. Make sure people know who you are and that they connect you with your library and the good work that you do but be sure to include others in your relationships with "power" as well.  You want your library's relationships to be maintained even when you or other key people leave your positions.
• Use every opportunity to promote your program- be relentless and ubiquitous- "saturate the market" so that everyone knows about what you do and that your library and services are considered an integral part of the community and are supported by the community.  When times are tough and cuts need to be made you want people to consider what you do core community services rather than "add ons" so that your services are less likely to be cut.
• Find at least one key person in each "power zone" who "gets it" and work with him/her to reach others. Ask this person to be an advocate for you and your library/services/issues.
• Be knowledgeable about your library and ALL of its services.  Be able to showcase each of your services to appeal to different audiences.  Bone up and get input from your colleagues if you need to.
• Librarians need to learn to "sell" their programs

• If you collaborate with others in your community highlight your partnerships.  People in positions of power like to see partnerships that do not replicate services, provide seamless services to the community, leverage each partner's assets and capitalize on economies of scale.
• Practice what you want to say with a non-library friend to make sure you are clear in your message.  Rehearse with someone who doesn't know your services very well.  If it will help you to gain confidence and clarity, role-play the meeting. Develop and practice your "elevator speech"- a one-minute summary of your message.

The Tone

• Be nice.  Be firm but not demanding.
• Be alert and attentive.  No matter how long or deadly dull the meeting is make sure your body language communicates energy and interest.
• Don't whine.  Be positive and proactive in stating your message.
• Don't scold or criticize regarding specific actions and issues or larger policies and decisions.
• Exude confidence- "power people" can be intimidating and you may be out of your comfort zone but try to connect with them on a human and professional level.
• If you are communicating with "power" through their aides and junior staff, treat them respectfully.  They may look like they're only fifteen years old but they're not.  They take their jobs seriously and so should you.  They have the ear of power and you want them to give a positive report of your meeting with them.

The Meeting

• Be punctual. "Power" may keep you waiting for ages but you don't want them to have to wait for you.
• "Power" people are busy people with a lot on their minds and many competing constituents.  Give them the smallest amount of information in the briefest and most accessible format as possible.  Make it easy for them to digest your message.  Tell them exactly what you would like for them to do.  Don't just come to them with a problem.  Offer them creative solutions for how they can help your cause.  They are bombarded with many more requests than they have resources to meet. Help them figure out how they can serve your needs with their limited resources. One state senator recommends "spoon feeding" politicians the information you want them to have.
• Meet with "power" in as many different venues as possible.   If you want to talk with a city council member attend council meetings, budget hearings (if appropriate), neighborhood meetings and one-on-one office visits.  If you have the opportunity to encounter "power" at social events, greet him/her and introduce yourself as being from your organization.  Don't use this time to bend power's ear unduly but do allude to your library or issue briefly if it seems appropriate to do so. An Oklahoma state senator once successfully sponsored telemarketing legislation in his state because of a chance meeting with a constituent at a gas station.
• Use a face-to-face meeting to inform and educate "power" about your library, services, and issues.  Don't assume they know what you do or the value and benefits of your services to the community.
• Visit in person and schedule your visits at optimal times, not when people are harried by deadlines.  For example, schedule visits to city council members well before annual budget hearings
• Ask for advice. Ask "power" for their insights into how you can best serve their constituents, initiatives and the community as a whole.
• Invite "power" to your organization for a site visit.  This is the very best way for you to demonstrate what you do.  If possible, ask the people who benefit from your services to talk with "power" to share their stories of how your organization has changed their lives.
• Make sure you have the people you need in your meeting.  You need someone who can present the facts and figures and nuts and bolts of your message.  You also need someone who is enthusiastic, charismatic, gregarious and passionate about your mission.  You may not always find these characteristics in one person.  Know yourself and get support if you need it.  Having an excellent partner will make you both look good and will make the best possible impression on your audience.  Think carefully about whom should present at what particular venue.  You want someone who is article, presents well and whom you can trust not to say the wrong thing.  No loose cannons!
• Be brief- in writing, in person and on the telephone. Respect people's busy schedules.
• Speak from the heart to the heart but with back up data from the mind and to the mind.  People connect with issues first on an emotional level but decisions are made on a practical, logical, intellectual basis.
• Have the facts and figures you need to support your message. Be able to talk about the "bottom line".  If you're asked for information you don't have at hand, promise to forward it immediately.
• If you offer unique, unduplicated services highlight the fact that you are the only provider of these services in your community.  Help "power" understand that if they don't support these services there is a very real possibility that the services will become defunct and the community will suffer.
• Dress appropriately and professionally.  What is appropriate for your work at your library may not be appropriate for "talking with power".  If your wardrobe doesn't include a "power outfit", invest in one.  First impressions and appearances are important and you want to wear something that demonstrates that this meeting is important to you and that you want to be taken seriously.
• Take the opportunity to dispel negative stereotypes and images about your field or organization and services.  Too many people still have old-fashioned ideas about libraries and librarians and what they do. Show these folks that their image of Marion the Librarian walking around shushing people is inaccurate and doesn't reflect the libraries and librarians of today.

The Follow-Up

• Send a thank you note, preferably handwritten and within 24 hours.
• If you said you would supply "power" with additional information, send it promptly and make sure it contains everything requested and is packaged professionally.
• Once you've established contact, keep in touch.  Send invitations to events, newsletters, newspaper articles, and updates throughout the year.  Don't contact "power" only when you want something.