In academic librarianship, we wear many hats—leaders, collaborators, advocates, and sometimes mediators. How we navigate these roles often determines our success and the success of our libraries. But the question remains: how do we balance strength and warmth? How do we advocate for ourselves, our teams, and our libraries without alienating those we need to influence?

Academic libraries have always been at the forefront of addressing the inequities that exist within education. For me, this responsibility became personal when a student told me they were skipping meals to afford textbooks. Over the years, I’d heard similar stories from others—students sharing books, delaying purchases, or going without altogether. These choices weren’t just inconveniences; they were barriers to success.

Picture this: It’s a Tuesday morning, and your inbox is already overflowing. A faculty member has emailed to express frustration over the availability of library resources, a student has asked for last-minute research help, and a partner organization is waiting for a project update. Each of these interactions demands not just a response but thoughtful communication. But how do you manage this when your day is already packed? Enter AI, not as a replacement for your expertise, but as a partner in helping you communicate more intentionally.

For many professionals, holiday parties are an opportunity to celebrate the season, connect with colleagues, and reflect on the year. But in some workplaces—especially those with toxic dynamics—these gatherings can feel more like a chore than a celebration. This is particularly true in environments where the workplace culture leans heavily on the narrative of being a “family.”

Trust is a cornerstone of effective collaboration, particularly in academic libraries where relationships underpin the institution’s ability to support teaching, learning, and research. Walter Gmelch, a renowned scholar on academic leadership, emphasizes that trust is not merely an abstract ideal—it’s an essential component of relational leadership and organizational success. Christopher Cox, in Compassionate Leadership: An Essential Approach Post-COVID, highlights how balancing empathy with accountability strengthens relationships and creates resilient workplace cultures. Together, these perspectives offer valuable guidance for navigating trust challenges.

When I first became director of the library, I quickly learned that managing a team with diverse needs and schedules was no small feat. Communication was everything—especially with our team of student workers, paraprofessionals, and professional librarians on varying contracts. I assumed that more information was better, so I packed every email and memo with detail, thinking it would empower the team. Instead, I was met with questions that reflected confusion, not clarity. Some staff felt overwhelmed; others weren’t sure what applied to them specifically.

Academic libraries are unique spaces—centers of learning that prioritize steady, thoughtful support for students and faculty. While the work may not always be fast-paced, it’s certainly purposeful, with staff investing time and care to ensure resources are accessible, knowledge is shared, and community needs are met. However, in environments where the spotlight is often on users, the contributions of library staff can sometimes go unrecognized. Building a culture of appreciation, where team members feel valued for their work, is essential to creating a positive and inclusive library environment.

Many universities and colleges across the United States are facing budget challenges. In times of financial strain, leaders are faced with tough decisions. Unfortunately, some managers exploit budget crises to eliminate or demote employees they don’t prefer working with, using financial challenges as a convenient cover. This behavior, while perhaps disguised as “cost-saving” or “streamlining,” is unscrupulous and unprofessional, damaging morale, creating resentment, and ultimately hurting the organization.

Leaders who practice favoritism in the workplace have no chance to build a culture of trust.” – Robert Whipple

As academic librarians, we wear many hats—mentors, researchers, resource managers, and advocates for student success. But what happens when we start questioning whether our current role or institution is still the right fit? It’s a tough decision, one that requires not only personal reflection but also a careful evaluation of the support our institution provides.

It is not uncommon for us to bemoan the curious phenomenon known as "failing up." This term describes a situation in which individuals, despite being unsuccessful or ineffective in their current roles, continue to receive promotions and are entrusted with increasing levels of responsibility. It’s disconcerting but not uncommon, and it can have profound consequences for the organizations these individuals lead.

As a new manager, you’re stepping into a leadership role where you not only oversee your team’s work but also ensure that each member feels valued and supported. It’s essential to recognize when an employee may be underperforming because they feel undervalued. Drawing on ideas from Viral Justice by Ruha Benjamin, which emphasizes how small, often-overlooked actions contribute to systemic change, this post offers guidance on identifying when a team member feels undervalued—and, more importantly, what you can do about it to foster a more inclusive and engaged environment.

As academic librarians, we often find ourselves in roles that are critical to our institutions but not always fully recognized. Drawing on the ideas from Viral Justice by Ruha Benjamin, which emphasizes how hidden, often-overlooked actions contribute to systemic change, this post explores how to identify when you're being undervalued—and, crucially, what you can do about it.

In a recent post we discussed trust and honesty and the impact a lack of these characteristics can have in an organization. When a leader does not embody and demonstrate these characteristics, one result can be the dissemination of information through gossip. Gossip is often seen as a negative behavior in organizations, yet it persists across industries and workplaces. While many may dismiss it as merely idle chatter, gossip can serve as both a source of valuable information (especially in the absence of honest, official communication) and a harmful force that undermines a positive organizational culture. Leaders must, therefore, be able to understand and manage gossip carefully. 

In At the Existentialist Café, Sarah Bakewell highlights Jean-Paul Sartre’s existentialist challenge: the idea that every situation should be viewed from the perspective of those who are most oppressed. This concept was revolutionary—it called for not just empathy but radical action, urging us to understand power and suffering from the vantage point of those at the margins. Sartre’s existentialism doesn’t merely theorize about oppression; it demands a shift in how we address systemic injustice, calling for a transformative perspective that echoes loudly today in Ruha Benjamin’s Viral Justice and within the context of academic libraries’ toxic cultures, as explored by Michalak, Dawes, and Cawthorne in Toxic Dynamics.

Workplace misunderstandings are common, and they can range from simple miscommunications to deep-rooted issues affecting team dynamics and productivity. One often overlooked but highly effective solution to these misunderstandings is the implementation of accommodations. Accommodations—whether related to accessibility, work preferences, or communication styles—can pave the way for a more inclusive and harmonious work environment. If we embrace the idea that small adjustments can resolve significant challenges, accommodations could be the key to bridging many of the gaps that cause friction in the workplace.

In academic libraries, gossip isn’t just harmless chatter—it often stems from deeper fears like job insecurity, professional judgment, and organizational change, creating a toxic work environment. Fear, left unaddressed, becomes a powerful motivator for gossip, as employees attempt to cope with their anxieties.

In academic libraries, much of the critical work happens behind the scenes. While librarians engage in highly visible activities like teaching, reference services, and public-facing events, a significant portion of their labor remains invisible. This hidden labor—essential for maintaining library services, digital collections, and academic resources—often goes unrecognized, leading to underappreciation and burnout among library staff.