In the world of academic libraries, communication is everything. As library professionals, we write countless emails—whether responding to faculty requests, guiding students through research, or collaborating with colleagues on initiatives. Every word we choose shapes perceptions, even down to how we sign off.

In today’s rapidly shifting higher education landscape, libraries play a crucial role in fostering student success through inclusive and accessible design. While institutions may navigate changing policies around diversity, equity, and inclusion (DEI), the commitment to ensuring equitable access to information and resources remains foundational to librarianship.

Universities have long been revered as bastions of intellectual exploration—spaces where minds encounter unfamiliar ideas, assumptions are challenged, and perspectives broaden through spirited debate. Yet in recent years, many have observed a troubling shift away from this ideal. The marketplace of ideas seems increasingly segmented into ideological enclaves where confirmation bias reigns and viewpoint diversity withers. This transformation raises critical questions about the future of higher education and its role in nurturing engaged citizens capable of navigating a complex, pluralistic society.

Trevor A. Dawes and Russell "Rusty" Michalak recently interviewed Amanda Koziura and Stephanie Becker. To listen to the podcast please click play below. 

You tell yourself you can handle it. That if you just keep your head down, do your work, and stay professional, the tension will pass. But it doesn’t. Every day in your toxic academic library feels like a slow burn—emails laced with condescension, meetings where you’re ignored or undermined, the constant weight of working in a system that devalues you.

The recent wave of terminations within the federal workforce has sent shockwaves through countless households across the nation. Employees, many with years of dedicated service, have been dismissed abruptly—without cause, without notice, and without the due process traditionally afforded to civil servants. This isn't a debate about the necessity of organizational efficiency or the merits of a lean government structure; rather, it's a profound concern about the erosion of fundamental procedural safeguards and the devastating personal toll on those affected.

Leadership in academic libraries is evolving. Traditional top-down models are giving way to more inclusive, problem-led approaches that emphasize collaboration, adaptability, and shared expertise. This shift aligns with the needs of today’s academic librarians, who must navigate complex institutional structures, advocate for resources, and innovate in response to emerging challenges.

The question of whether libraries can effectively teach AI literacy and ethics, despite internal organizational challenges, reflects a broader misunderstanding of the distinction between institutional culture and professional expertise. While some libraries—like many organizations—grapple with workplace dynamics that can be less than ideal, this does not diminish the knowledge, dedication, and ethical commitment of library professionals. In fact, it is precisely in these challenging environments that AI literacy and ethics become even more crucial.

The recent rollback of Diversity, Equity, and Inclusion (DEI) programs in higher education, as detailed by The Chronicle of Higher Education (link), has left many librarians and educators grappling with how to continue this vital work. As Ruha Benjamin reminds us in Viral Justice, progress is often found in small, intentional acts that ripple outward, shaping a more just and equitable world. Even without formal DEI programs, academic libraries can serve as catalysts for change by embracing incremental, sustainable actions that uphold diversity, equity, and inclusion.

In the words of Peter Drucker, "Culture eats strategy for breakfast." This succinct yet profound observation highlights a truth that is often overlooked: no matter how well-designed your strategy is, it will falter in the face of a toxic or misaligned organizational culture. Strategy provides the roadmap to success, but culture propels the organization forward. Without a healthy culture, employees are unlikely to feel connected to the mission and vision, and the organization’s potential will remain unrealized. 

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.