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.

It seems fitting to write a post about trust and honesty in leadership, especially as we are in the midst of the election cycle in the U.S., and we are bombarded with commercials and other material about the candidates for office in each state and nationally. In libraries and academic institutions, among the things we do is try to help our community members combat mis- and disinformation.  In doing so, we hope to help them understand who is - or who is not telling the truth and who can be trusted. Trust and honesty, of course, apply not only to our elected officials; it applies to us all and certainly to those who are in leadership positions. These characteristics are the cornerstones of any successful leadership. When leaders embody these qualities, they create a culture of openness, transparency, and mutual respect. Without them, an organization will likely falter as employees become disillusioned, disengaged, and distrustful of its mission. 

In many academic libraries and higher education institutions, colleagues are often referred to as “family” in an effort to foster a sense of belonging and support. On the surface, this language may seem well-intentioned, offering comfort in environments that value collaboration and community. However, framing the workplace as a family can have unintended negative consequences, particularly when it comes to trauma and the emotional impact it can have on employees.

In a seemingly unexpected pairing, the high-stakes drama of Suits offers valuable lessons for professionals working in academic libraries. While the world of corporate law depicted in the TV series may appear far removed from the calm stacks of an academic library, there is a common thread that ties these environments together: the necessity of emotional intelligence (EQ) in navigating workplace dynamics, fostering collaboration, and resolving conflicts.

In academic libraries and higher education, leadership goes beyond management—it involves fostering equity and inclusivity. The key to impactful leadership lies in finding what is authentic to you. Whether you're a directive, participative, or transformational leader, aligning with your true style will create lasting change. By integrating your authentic leadership style with the CALM framework—Communication, Adaptability, Learning, and Management—and regular feedback loops, you can ensure continuous evolution while prioritizing the needs of the academic community.

In academic libraries and higher education, fostering a positive atmosphere is often seen as a key to collaboration and productivity. Encouraging positivity can boost morale and motivate staff and students alike. However, when positivity becomes forced or overemphasized, it can turn into toxic positivity—the unrelenting insistence on optimism that dismisses genuine concerns and negative emotions. This can be especially damaging in environments where Diversity, Equity, Inclusion, and Accessibility (DEIA) efforts are critical.

In many professional settings, the desire to be liked can significantly shape how we interact with colleagues. Coupled with the social expectation to always be nice, these factors can complicate workplace dynamics—especially in environments where toxic behaviors are common. While being liked and maintaining niceness are often seen as social and professional assets, in toxic workplaces, these behaviors can sometimes enable and even exacerbate the very issues they seek to mitigate. From a Diversity, Equity, Inclusion, and Accessibility (DEIA) perspective, the intersection of being liked and niceness can present additional challenges, particularly for those from historically marginalized groups.

In a previous blog post, we addressed the topic of appreciative inquiry. Here, we will discuss reflective leadership, which is emerging as an essential competency for those leading in libraries and higher education. As these institutions navigate complex challenges, ranging from digital transformation to evolving societal expectations, leaders must respond to immediate pressures and engage in deeper, ongoing reflection about their roles, decisions, and the broader impact on their communities.

When our library adopted EZborrow, a transformative resource-sharing platform, it was clear that this would require us to rethink our logistics and operations. Implementing such a system is no small feat—it involves careful planning, team coordination, and the ability to address challenges as they arise. To navigate this change successfully, we combined Appreciative Inquiry (AI) with a powerful project management tool, ClickUp.

Academic libraries are more than just repositories of knowledge; they are vibrant communities that thrive on collaboration, innovation, and support. However, like any workplace, they are not immune to toxic dynamics that can undermine their mission and values. This comprehensive guide delves deep into the causes, impacts, and solutions to toxic culture in academic libraries, drawing insights from the book Toxic Dynamics: Disrupting, Dismantling, and Transforming Academic Library Culture. By understanding and addressing these issues, we can foster a healthier, more inclusive environment where both staff and users can thrive.

Academic libraries are vital hubs of research, learning, and collaboration within higher education institutions. However, they are not immune to toxic behaviors that can undermine their mission and create a hostile and unproductive work environment. Recognizing and addressing these toxic behaviors is essential to maintaining the integrity and effectiveness of library services. This practical guide explores the importance of identifying toxic behaviors, outlines common toxic behaviors in academic libraries, describes the characteristics of a toxic culture, presents a real-life case study, and offers actionable strategies for identifying and addressing these detrimental behaviors.

In the rapidly evolving landscape of academic libraries, how we approach challenges and lead our teams through change can make all the difference. Appreciative Inquiry (AI), a strengths-based approach to change management, offers a refreshing way to focus on what’s working well, and how we can amplify those successes to inspire positive transformation. When combined with the CALM framework—Communication, Adaptability, Learning, and Management—Appreciative Inquiry becomes a powerful tool for library leaders looking to guide their institutions through change while maintaining a culture of positivity and resilience.