In the ever-evolving landscape of higher education, academic librarians face unique challenges that demand more than just resilience—they require a proactive and structured approach to leadership. Inspired by Ruha Benjamin’s Viral Justice and Peter Senge’s principles of a learning organization in the Fifth Discipline, the CALM framework—Communication, Adaptability, Learning, and Management—emerges as a comprehensive strategy to guide library leaders through the complexities of managing relationships with higher administration. Whether it’s managing up or managing oneself, the CALM framework is designed to help you align with institutional goals while fostering equity, continuous learning, and adaptability.

What is the CALM Framework

The CALM Framework is:

1. Communication: At the heart of managing up is the ability to clearly articulate the library’s goals and achievements in a way that resonates with higher administration. Effective communication isn't just about sharing information—it's about understanding and adapting to the communication styles of those you report to, ensuring that your messages are both heard and acted upon.
2. Adaptability: Change is constant in higher education, and library leaders must be flexible enough to pivot and align with new directives from provosts or other administrators. The CALM framework encourages library directors to remain open to new ideas and ready to adjust strategies in response to evolving institutional priorities.
3. Learning: Continuous learning is essential for staying relevant in an ever-changing environment. By fostering a culture of continuous improvement, library leaders can ensure that their teams are always growing and that their strategies remain aligned with the latest trends and institutional needs.
4. Management: Balancing the internal demands of the library with the external expectations of higher administration requires a structured and strategic approach. The CALM framework provides the tools to manage this balance effectively, ensuring that the library’s goals are in sync with the institution’s broader objectives.

Why the CALM Framework Matters

As a library director, I’ve seen firsthand how challenging it can be to balance internal demands with external expectations. Early in my career, I struggled to communicate the library’s achievements in ways that resonated with our administration. That’s when I realized the power of strategic communication—one of the core elements of the CALM framework. By tailoring our messages to align with institutional priorities, we began to see a shift in how our efforts were recognized and supported.

But the CALM framework isn’t just about communication. It’s about fostering a culture of adaptability, where library leaders remain open to new ideas and are ready to adjust strategies in response to evolving institutional priorities. Change is constant in higher education, and library leaders must be flexible enough to pivot and align with new directives from provosts, deans, or other administrators. Have you ever faced a sudden change in direction from your administration? How did you adapt? The CALM framework encourages us to not just react to change, but to anticipate it and pivot effectively.

Continuous learning is another cornerstone of the CALM framework. Inspired by Senge’s principles, I’ve always believed that staying relevant in an ever-changing environment requires a commitment to continuous improvement. How do you ensure your team is always growing and staying ahead of trends? Implementing the CALM framework has allowed us to create a learning organization where everyone is encouraged to develop new skills and stay informed about the latest developments in our field.

Finally, management within the CALM framework is about balancing the internal demands of the library with the external expectations of higher administration. This requires a structured and strategic approach, ensuring that the library’s goals are in sync with the institution’s broader objectives. The CALM framework provides the tools to manage this balance effectively, helping library leaders navigate the complexities of their roles with confidence.

Putting the CALM Framework into Action

Implementing the CALM framework means leveraging tools that enhance your ability to manage up and lead effectively. In my own experience, tools like ClickUp and ChatGPT have been instrumental in organizing tasks, managing projects, and generating innovative ideas that align with institutional goals. These tools also support continuous learning and effective communication, making it easier to navigate the challenges of academic library leadership.

But beyond the tools, the real power of the CALM framework lies in its ability to create a more equitable and inclusive environment. Viral Justice challenges us to think critically about how systems of power and inequality can be transformed through intentional, grassroots efforts. Similarly, Senge’s principles advocate for a learning organization where continuous improvement and systemic thinking are central. The CALM framework integrates these ideas, providing academic librarians with the tools to lead change that is both effective and equitable.

Conclusion

Are you ready to transform your academic library with the CALM framework? Start today by assessing your communication strategies and identifying areas for growth. Reflect on your adaptability—how well does your library team pivot in response to change? What steps can you take to foster a culture of continuous learning within your organization?

And don’t forget to subscribe to our blog for more insights, tips, and case studies on leading change in academic libraries. We’d love to hear how you’re navigating these challenges—share your experiences in the comments below! Let’s continue this conversation and work together to create libraries that are not only effective but also equitable and inclusive.