Should You Stay or Should You Go? A Guide for Academic Librarians on Institutional Support

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.

Christine Woods, in her journey from school libraries to academic librarianship, shares in Making the Switch: Changing Careers in Librarianship that transitions aren’t easy. Her experience highlights some important questions: Are we growing in our roles? Are our efforts recognized? And does our institution truly value what we bring to the table?

At the same time, the Harvard Business Review article Don’t Quit Your Job Before Asking Yourself These Questions offers a thoughtful framework for anyone considering a career move. As academic librarians, we often find ourselves juggling responsibilities and feeling stretched thin, making these questions even more critical for our decision-making process.

So, how can we know whether it’s time to stay or move on? And what should you do if these things aren’t happening at your institution? Here are some key points to reflect on, tailored for the academic library world, along with practical steps to take if your institution is falling short.

Is Your Institution Supporting Your Professional Growth?

In the world of academic libraries, the landscape is always changing. New technologies, research methods,  teaching strategies, and other new -isms come into play regularly. Institutions need to invest in their librarians's professional development—whether through opportunities to attend conferences, participate in leadership programs, or gain new skills in emerging technologies.

If you’re feeling stagnant or not given the chance to grow, that’s a red flag. Think about it: Are you learning new things in your role? Are you being encouraged to evolve as a professional? If the answer is no, it might be time to have a conversation with your leadership. Here’s what you can do:

Take Initiative

When your institution isn’t offering professional development opportunities, it’s essential to take matters into your own hands and proactively seek out ways to grow. Here are a few strategies to help you do that:

• Explore External Learning Opportunities: If your institution doesn’t offer training or development programs, there are countless external resources available. Look for webinars, online courses, workshops, or even certificate programs that align with your interests and career goals. Platforms like Coursera, LinkedIn Learning, and OCLC provide free or low-cost options that can fit into your schedule. Make sure the skills you’re acquiring match both current trends and future developments in librarianship.

• Advocate for Professional Development Funding: Don’t be afraid to ask for support from your institution, even if the budget is tight. Prepare a proposal that clearly outlines how attending a specific conference, taking a course, or earning a certification will directly benefit both you and the library. Emphasize how the knowledge you gain will allow you to bring new tools, strategies, or services to the library that can improve workflows, student outcomes, or faculty engagement.

• Create Your Own Opportunities: If there are gaps in your institution’s offerings, consider creating your own learning programs. You could initiate a reading group with colleagues to stay up-to-date on new library trends or propose hosting an internal workshop. By leading your own professional development activities, you can demonstrate initiative and leadership while also building a collaborative learning culture within your institution.

• Set Goals and Track Progress: Personal development works best when you set clear, actionable goals. Identify areas where you want to grow—whether that’s mastering new technologies, improving your teaching skills, or learning about collection management. Set deadlines for acquiring these skills and track your progress. This not only keeps you motivated but also shows your institution that you’re serious about your professional development.

Network and Collaborate

When your institution isn’t providing enough leadership or collaborative opportunities, building an external network becomes vital. By engaging with professional organizations and taking on leadership roles outside your institution, you can expand your skill set and connect with peers who may offer new perspectives and support.

• Join Professional Organizations: Organizations like the Association of College & Research Libraries (ACRL), CORE, the Special Libraries Association (SLA), and others are excellent starting points. These groups offer numerous ways to engage, from discussion groups to leadership training programs. Participate in conferences, attend webinars, and engage in forums. Many organizations have local or regional chapters, which can provide networking opportunities closer to home.

• Volunteer for Committee Service: If you’re looking to grow your leadership experience and aren’t currently on any internal committees at your institution, consider volunteering for a committee through a professional organization. Start with something small—just being a member on a committee is a valuable leadership opportunity. The experience can help you build connections, contribute to the profession, and develop your leadership style in a low-pressure environment.

• Move Into Sub-Committee and Task Roles: Once you’re comfortable serving as a committee member, don’t hesitate to take on additional responsibilities. Sub-committees or specific task-based roles can give you the opportunity to lead projects and influence decisions. Whether you’re handling event planning, organizing a speaker series, or contributing to policy development, the more involved you are, the more rewarding the experience will be.

• Present and Share Your Expertise: One of the best ways to establish yourself as a leader in your field is by sharing your knowledge. Volunteer to present at conferences, write for library blogs or journals, or participate in panel discussions. This not only builds your credibility but also expands your network of colleagues and potential collaborators.

• Cultivate Relationships: Building a strong professional network takes time and effort. Don’t just join organizations or committees—actively engage with your colleagues. Attend social events, participate in virtual meetups, and stay in touch with peers from conferences and webinars. Networking isn’t just about exchanging business cards; it’s about building lasting relationships that can support your growth and provide you with mentorship, collaboration opportunities, and career guidance.

• Use Networking to Open New Doors: If your institution isn’t offering internal growth opportunities, networking with external colleagues can help you find new possibilities. Stay connected with leaders in the field, and you may hear about job openings, grants, fellowships, or other opportunities that could help you advance in your career. Many times, networking opens doors that formal applications cannot.

• Grow into Leadership Roles: As you build your network and get involved in committees or task forces, take the next step by assuming leadership positions within these groups. Start by chairing a sub-committee or task force, and then work toward leading the entire committee. These leadership roles help you gain valuable experience, build your reputation, and show your institution that you’re capable of taking on larger responsibilities.

As academic librarians, we often find ourselves working behind the scenes to support student success, enrich faculty research, and manage the vast resources that make academic institutions thrive. We’re the ones helping students navigate complex databases, collaborate with faculty to strengthen course content, and ensure that the library remains a hub of learning and research. Despite these vital contributions, librarians can sometimes feel like the unsung heroes of academia—doing important work but not always receiving the recognition we deserve.

Christine Woods’ transition into academic librarianship was largely motivated by her desire to have her skills valued in a new setting. This resonates with many of us who may find ourselves questioning whether our work is truly being acknowledged. The questions to ask yourself are: Are your efforts noticed? Are you being recognized for the value you bring, whether through promotions, leadership opportunities, or even informal recognition? If the answer is no, it might be time to take intentional steps to ensure your contributions are seen and appreciated.

Here’s what you can do if you feel invisible in your role:

• Document Your Achievements: Start by keeping a detailed record of your accomplishments. This includes any successful projects you’ve led, significant collaborations with faculty, and positive feedback from students. Did you help a faculty member redesign a course or a student ace their research project? Make note of it. Use these accomplishments as leverage during performance reviews or salary negotiations. Having a tangible list of your successes can provide concrete evidence of your contributions, making it easier to argue for recognition or career advancement. A portfolio of achievements also helps you stay mindful of your impact, reminding you of the value you bring when recognition feels lacking.

• Take Ownership of Your Impact: Don’t wait for someone to notice your hard work—proactively communicate your contributions. Regularly share updates with supervisors and colleagues about the projects you’re working on and the outcomes they’ve generated. For example, did a new resource or service you implemented increase student engagement or improve faculty satisfaction? Highlight those outcomes. Taking ownership of your success ensures that your efforts are visible and that others understand the impact of your work.

• Ask for Feedback and Clarify Expectations: If recognition doesn’t come naturally, it’s important to initiate a conversation with your supervisor. Instead of waiting for annual performance reviews, request regular feedback to better understand how your work is perceived and where improvements can be made. Frame the conversation around your desire to grow within the organization. Ask questions like, “What can I do to contribute more effectively?” or “Are there additional responsibilities I can take on to further demonstrate my value?” This approach shows that you’re committed to your own growth and opens the door for discussions on promotions or leadership roles.

• Find and Build Allies: Recognition isn’t always driven by individual effort; sometimes, it comes from having advocates who can vouch for you in meetings or leadership discussions. Seek out colleagues and mentors who appreciate the work you do and can amplify your voice when needed. Engage with faculty, administrators, or other library staff who can help spotlight your contributions. Collaborating with these allies can also lead to new opportunities for leadership and influence. For example, if a faculty member you’ve worked with is in a position of influence, they can recommend you for committee service or leadership roles within the institution.

• Align Your Contributions with Institutional Goals: One way to ensure your work is recognized is by tying your efforts directly to the larger goals of your institution. For example, if your university is prioritizing student retention or improving faculty research, make sure the projects you’re leading or participating in align with these objectives. Document how your work supports these goals and present your achievements in that context. By showing how your contributions advance the broader mission of the institution, you’re more likely to be seen as a strategic asset deserving of recognition.

• Create Visibility Through Presentations and Publications: If internal recognition is hard to come by, consider raising your visibility through external channels. Presenting at conferences, writing for library publications, or contributing to professional forums can help you build a reputation as an expert in your field. Not only does this enhance your professional standing, but it also adds prestige to your institution by showcasing the library’s role in supporting academic excellence. As your external profile grows, your institution may be more likely to recognize the value of retaining and supporting you.

• Be Strategic About Career Advancement: If after all these efforts, you still feel undervalued, it may be time to strategically plan your next steps. Investigate what leadership or promotion pathways exist within your institution. If the opportunities for advancement seem limited, consider expanding your network externally and looking for roles that align with your career goals and aspirations. Sometimes, the best way to gain recognition is by moving to a role where your skills and contributions are better appreciated.

By taking these steps, you can ensure that your value is not only recognized but also rewarded. If your institution still doesn’t acknowledge your contributions after you’ve made your impact clear, it may be worth considering new opportunities where your work will be appreciated and where you can continue to grow.

Is Your Work Environment Supportive?

In any academic library, collaboration is essential for success. From working closely with faculty to supporting students, effective collaboration hinges on a work environment that provides the right resources, tools, and support systems. But does your institution foster an environment where you can truly thrive, or are you constantly navigating obstacles without the support you need?

We’ve all experienced moments where we feel overworked, under-resourced, and stretched too thin. A supportive work environment is not just about having more staff; it’s about having the right support in place—adequate resources, clear communication channels, and a culture that values the well-being of its staff. If your institution isn’t providing the infrastructure you need to succeed, it’s important to ask yourself whether this situation is sustainable for your long-term career fulfillment. Here are some steps you can take to address a lack of support:

• Communicate Your Needs Clearly: Often, institutions may not realize how stretched their librarians are until it’s brought to their attention. It’s crucial to communicate your needs clearly and regularly with your supervisors. Provide concrete examples of how your workload is impacting your ability to meet your responsibilities effectively. Frame the conversation around solutions: Do you need additional staff, better technology, or more efficient workflows? Be specific about what would improve your capacity to collaborate effectively and achieve the library’s goals. Regular, open communication about your workload ensures that leadership understands the pressures you face and gives you the opportunity to advocate for changes.

• Track Your Workload and Responsibilities: Sometimes, it’s hard for supervisors to fully grasp the scope of your responsibilities. Consider keeping a detailed log of your daily tasks and projects to provide concrete evidence of how your time is being spent. Tracking your workload helps you paint a clear picture of your contributions and can serve as a valuable tool when discussing your need for additional support or resources. This data can also help you identify inefficiencies that might be addressed through improved processes or new tools.

• Propose Solutions—Don’t Just Highlight Problems: It’s one thing to point out that you’re overwhelmed, but it’s another to offer practical solutions to the challenges you face. Proactively propose ideas that can help alleviate some of the strain. For example, suggest streamlining certain workflows, adopting new technology that automates repetitive tasks, or bringing in additional help—whether that’s a new hire, an intern, or student assistants. By framing your concerns in terms of actionable solutions, you’re more likely to get the support you need while showing leadership that you’re invested in making the institution better.

• Prioritize and Delegate When Possible: If your institution is unable to provide immediate support, it’s important to focus on what you can control. Start by prioritizing your tasks based on what’s most impactful. Communicate with your supervisor about shifting deadlines or reassigning responsibilities that don’t align with institutional priorities. If there are opportunities to delegate lower-priority tasks to student workers, interns, or colleagues, do so. By managing your workload strategically, you can avoid burnout while still making meaningful contributions.

• Seek External Support and Mentorship: If your institution doesn’t offer sufficient internal support, look outside your immediate environment. Professional organizations such as the American Library Association (ALA), regional library associations, or specialized groups can provide valuable resources and guidance. Connecting with peers in similar roles through these networks allows you to exchange ideas, share best practices, and find encouragement from others who face similar challenges. Additionally, finding a mentor outside of your institution—someone who has navigated similar issues—can provide fresh perspectives and help you strategize your next steps.

• Cultivate Peer Networks Within Your Institution: While external mentorship is crucial, it’s also important to build peer support networks within your own institution. Seek out colleagues, both inside and outside the library, who share similar challenges. Together, you can collaborate on solutions, advocate for resources, and create a sense of shared responsibility for the library’s success. Sometimes, collective voices have more power in advocating for change, and working together fosters a culture of collaboration that benefits everyone.

• Focus on Building a Positive Work Culture: A supportive environment isn’t just about tools and resources—it’s about building a positive, inclusive work culture where everyone feels valued. If you’re in a leadership role, work on creating opportunities for team-building, open communication, and professional development within the library. Even if you’re not in a formal leadership position, you can still contribute to a more positive work culture by offering to mentor new hires, sharing your expertise with colleagues, or organizing informal gatherings where staff can discuss challenges and brainstorm solutions together.

• Prepare for Larger Conversations About Institutional Change: If the lack of support in your environment feels like a systemic issue—perhaps there’s a long-standing history of underfunding, understaffing, or poor communication—prepare for larger conversations with leadership. These discussions may need to focus on the broader institutional policies that are affecting the library’s ability to function effectively. This is where data comes in handy: gather evidence to demonstrate how the lack of support is impacting student outcomes, faculty research, or the library’s operational efficiency. By aligning your concerns with the institution’s overall goals, you increase the chances of leadership taking action.

• Know When It’s Time to Move On: Ultimately, if you’ve communicated your needs, proposed solutions, and sought both internal and external support without seeing meaningful change, it may be time to consider whether your current work environment is the best fit for your long-term career fulfillment. A supportive institution is one that listens, takes action, and values the well-being of its staff. If those fundamental elements are missing, it’s important to prioritize your own well-being and look for opportunities where your contributions will be recognized and your work environment will empower you to succeed.

By taking these steps, you can work toward creating a more supportive environment for yourself and your colleagues. A healthy, collaborative workspace is essential not just for your career satisfaction, but for the success of the entire academic institution.

Are You Being Set Up for Burnout?

Burnout is a very real risk in academia, especially for librarians who juggle multiple roles—research support, instruction, collection management, and more. When institutions continue to pile on responsibilities without providing the necessary resources or support, exhaustion and frustration can quickly set in. The consequences of burnout aren’t just personal; they affect the library’s overall effectiveness and its ability to serve students and faculty.

Christine Woods speaks about the challenges of starting over in a new role, and many of us can relate—balancing new responsibilities, navigating campus politics, and meeting the high demands of both faculty and students. The added weight of administrative tasks and the expectation to innovate can push even the most dedicated librarian to the brink of burnout.

If your institution isn’t mindful of your workload, fails to provide proper resources, or doesn’t acknowledge the need for balance, it’s important to take steps to protect your well-being. Here’s how to address the risk of burnout:

• Set Boundaries and Manage Expectations: In an academic library, it’s easy to fall into the trap of constantly saying yes to every request from faculty, students, and administration. However, setting clear boundaries is crucial for maintaining your energy and focus. If your workload is becoming unmanageable, it’s okay to say no. Politely but firmly communicate when your plate is already full, and explain how taking on additional tasks could compromise the quality of your work or delay other priorities. Boundaries also apply to your availability—don’t feel pressured to answer emails late at night or on weekends unless it's a true emergency. Creating a healthy work-life balance is key to preventing burnout.

• Prioritize Ruthlessly: When the demands keep piling up, take a step back and assess which tasks are truly essential. Not all projects or requests have equal importance. Work with your supervisor to identify high-priority items and focus your time and energy on those. Delegate where you can, and be strategic about what you let go. Burnout often happens when we try to do everything ourselves. It’s okay to let less urgent tasks fall by the wayside if that means you can focus on the projects that have the greatest impact.

• Have Open and Honest Conversations: Addressing burnout starts with open dialogue. If you’re feeling overwhelmed, it’s important to speak candidly with your supervisor about your concerns. Be honest about your workload and how it’s impacting your well-being. Ask for support in prioritizing tasks or redistributing responsibilities if they’ve become too much to handle. It’s helpful to come to the conversation with potential solutions, such as asking for additional staffing, streamlining certain workflows, or adjusting timelines for lower-priority projects. Supervisors are more likely to respond positively when they see that you’re not just raising concerns but also proposing actionable steps to manage the situation.

• Document Your Workload: If burnout stems from an overwhelming number of tasks, it can be helpful to document your workload in detail. This allows you to show your supervisor exactly how your time is being spent and where bottlenecks or inefficiencies are occurring. By tracking your tasks, you can provide a concrete basis for conversations about workload redistribution or the need for additional resources. It also helps to highlight any repetitive or low-impact tasks that could be delegated or automated, freeing up more of your time for high-value projects.

• Take Care of Yourself—Physically and Mentally: Burnout prevention starts with self-care, both at work and outside of it. In the library, make sure you’re taking breaks during the day to rest and recharge. A short walk, a lunch break away from your desk, or even a quick mindfulness session can help reset your focus and prevent exhaustion from building up. Outside of work, make time for hobbies, family, and activities that bring you joy and allow you to disconnect from professional pressures. It’s crucial to schedule downtime just as you would schedule meetings or deadlines. Overworking leads to diminishing returns—not only for you but for the institution as a whole.

• Seek Professional Help if Necessary: If burnout is becoming unmanageable and it’s affecting your health or well-being, don’t hesitate to seek professional help. Many institutions offer Employee Assistance Programs (EAPs) that provide access to counseling or mental health resources. Therapy or coaching can help you develop coping strategies for managing stress, and in some cases, it may be necessary to take time off to recover and regain balance.

• Leverage External Resources: If internal solutions aren’t enough to address the root causes of your burnout, consider looking for external support. Professional organizations like the American Library Association (ALA), the Association of College & Research Libraries (ACRL), or local library networks often provide resources on burnout prevention, workload management, and advocacy. Participating in webinars or discussions about burnout with your peers can offer new perspectives and strategies for handling these pressures.

• Monitor the Early Warning Signs of Burnout: Finally, it’s essential to recognize the early signs of burnout before it becomes overwhelming. If you’re feeling constantly drained, disengaged from your work, or experiencing physical symptoms like headaches, insomnia, or anxiety, these could be red flags that burnout is setting in. Don’t ignore these signs—address them early by adjusting your workload, practicing self-care, or seeking additional support. The earlier you intervene, the easier it will be to reverse the burnout cycle.

Burnout is not just a personal issue—it’s an institutional one. If your institution consistently fails to provide the resources, support, and balance necessary to do your job effectively, it may be time to consider whether this environment is sustainable for your long-term well-being. Remember, your mental and physical health should always come first, and no job is worth sacrificing that.

Is Your Institution Listening?

One of the most frustrating experiences as a librarian is feeling like your voice isn’t being heard. We work tirelessly to advocate for the library’s role on campus, support faculty in their teaching and research, and provide students with the resources they need to succeed. But when leadership doesn’t listen to your concerns or ideas, it can leave you feeling undervalued and questioning your ability to make a meaningful impact.

Christine Woods highlights the importance of networking and engaging with professional organizations, which is a great way to find external validation and support. However, it’s just as critical for your institution to provide a platform for your voice internally. When your concerns and ideas are not being addressed, it’s time to take action and make sure you’re heard.

Here’s how you can improve communication and ensure that your voice is part of the institutional conversation:

• Push for Regular, Structured Meetings: If communication with leadership is sporadic or nonexistent, it’s important to advocate for more structured opportunities to share feedback. Request regular one-on-one meetings with your supervisor or schedule team check-ins to discuss ongoing projects, concerns, and ideas. These meetings can serve as a platform to bring up issues that may otherwise go unnoticed. Establishing a routine for communication helps ensure that important discussions don’t fall by the wayside, and it gives you a consistent opportunity to raise concerns in a constructive setting.

• Set Clear Agendas for Meetings: When you do get the opportunity to meet with leadership, make sure the conversation is focused. Prepare a clear agenda with specific topics you want to address, whether it's advocating for more resources, discussing workload challenges, or proposing new initiatives. Having an agenda not only keeps the meeting on track but also shows that you’re organized and intentional about the issues that matter most. By demonstrating that you’ve thought critically about the needs of the library and the institution, you increase the likelihood that your concerns will be taken seriously.

• Advocate with Data and Evidence: If you’re advocating for changes—whether it’s increased resources, new technologies, or changes in policy—back your requests with data. Demonstrate how your proposals align with institutional goals, such as improving student outcomes or supporting faculty research. For example, if you’re requesting additional staffing, present data showing the increase in library usage, student engagement, or faculty collaboration. Numbers speak volumes in administrative decision-making, and showing the tangible impact of the library’s work strengthens your case for change. When your requests are rooted in evidence, it becomes harder for leadership to dismiss your concerns.

• Frame Your Proposals Around Institutional Priorities: When advocating for changes or raising concerns, it’s helpful to align your requests with the broader priorities of the institution. If the university is focused on improving student retention, demonstrate how the library’s resources and services directly contribute to that goal. If research output is a key priority, highlight how the library supports faculty in their scholarly work. Framing your concerns in the context of the institution’s mission and goals makes it clear that you’re not just advocating for the library—you’re advocating for the success of the entire academic community.

• Build a Coalition of Support: If you’re struggling to get leadership to listen to your concerns, it can be helpful to build a coalition of support within your institution. Collaborate with colleagues who share similar concerns or ideas and approach leadership as a unified group. When multiple voices advocate for the same changes, it’s harder for leadership to ignore the issue. Additionally, building alliances across departments (e.g., working with faculty or administrators who see the value in the library) can add weight to your proposals.

• Escalate When Necessary: If your immediate supervisor consistently fails to address your concerns, it may be time to escalate the issue. Consider going up the chain of command to higher-level administrators, such as the provost or dean, or seek advice from HR on how to address the situation. However, when escalating an issue, it’s essential to remain professional and diplomatic. Present your case calmly, focusing on the institutional impact rather than personal grievances. If you have documented evidence of your concerns and can demonstrate that you’ve made multiple attempts to address the issue with your supervisor, it strengthens your position when bringing the matter to higher levels of leadership.

• Engage in Institutional Committees and Councils: Another way to ensure your voice is heard is by actively participating in institutional committees or councils. Many universities have governance structures that allow faculty and staff to contribute to decision-making processes. Joining a committee related to the library, academic affairs, or campus planning gives you a seat at the table where important discussions happen. It also provides an opportunity to advocate for the library’s needs directly with leadership and peers across the institution. Participation in these bodies not only increases your visibility but also strengthens your influence within the broader academic community.

• Follow Up Persistently and Professionally: If leadership is slow to respond to your concerns, don’t be afraid to follow up persistently. After meetings or email exchanges, send follow-up messages summarizing the key points discussed and any agreed-upon next steps. Polite, professional persistence shows that you’re committed to seeing things through, and it ensures that your concerns don’t get lost in the shuffle of administrative tasks. Following up also provides an opportunity to clarify any misunderstandings and keep the conversation moving forward.

• Be Open to Constructive Feedback: While it’s important to advocate for your concerns, it’s equally important to be receptive to feedback. Sometimes leadership may push back on your ideas, not because they don’t value your input, but because of budget constraints, timing issues, or competing priorities. If your proposals are met with resistance, ask for clarification and try to understand the reasoning behind the decision. Use this feedback to refine your approach, adjust your expectations, or explore alternative solutions.

By taking these steps, you can make sure your voice is heard and that your concerns are addressed in a meaningful way. Effective communication and advocacy are key to creating an environment where librarians feel valued and empowered to contribute to the institution’s success. If, despite your efforts, you continue to feel unheard, it may be time to evaluate whether your institution is the right place for you in the long term.

Taking Action: Should You Stay or Move On?

Woods ultimately made the decision to transition to academic librarianship, but not without reflecting on both personal and professional factors. Similarly, it’s essential for us to consider whether we’ve fully explored all our options within our current role. Have you advocated for the changes you need? Have you had open conversations with leadership about your concerns?

If you’ve done everything you can and things still aren’t changing, it might be time to seek out new opportunities. But if there’s room for growth and improvement, staying and advocating for those changes could be the best way forward.

Conclusion: Expect More from Your Institution

As academic librarians, we know the importance of advocating for ourselves and recognizing our own value. But institutions need to step up too. We deserve workplaces that invest in our growth, recognize our contributions, and create environments where we can thrive.

If you’re questioning your role, remember that it’s not just about you—it’s about the institution’s commitment to supporting its librarians. A thriving academic library is built on the well-being of its staff, and institutions must recognize that providing support is crucial to success. Whether you decide to stay or go, expect more from your institution and make sure your professional well-being is at the center of that decision.