Interrupting Bias in Academic Libraries: What Inclusive Leaders Do Differently

Academic libraries are often seen as inclusive spaces—committed to access, equity, and lifelong learning. But even in mission-driven environments, bias can quietly shape hiring practices, team dynamics, and advancement opportunities. While we may not be able to change institutional culture overnight, academic librarians in leadership roles can make a powerful difference by intentionally interrupting bias in everyday decisions.

Bias doesn’t always look like overt discrimination. It often hides in habits: who gets invited to lead a project, whose voice is heard in meetings, or how performance is evaluated. Fortunately, bias is easier to interrupt than eliminate. And that’s where library leaders come in.

As Ruha Benjamin reminds us in Viral Justice, justice doesn’t just live in massive reforms or statements of intent—it shows up in the smallest moments, decisions, and habits. The choices we make as leaders today shape the culture of tomorrow. If we wait for perfect conditions to fix systemic inequity, we’re missing the point. Change grows virally, in the everyday.

Here are key strategies for academic librarians who want to lead inclusively, drawn from research on bias interrupters and grounded in the realities of higher education.

Start with Hiring: Build Equity into Your Process
Fairness in hiring isn’t just the first step toward building diverse library teams—it’s also one of the easiest places to fall into unconscious patterns. Whether you’re hiring a student worker, a part-time librarian, or a senior leader, these practices help ensure you’re evaluating potential equitably:

• Require a diverse finalist pool. Don’t stop at one “diverse” candidate. Research shows that including at least two candidates from underrepresented groups significantly increases the likelihood of an equitable hire.

• Define objective criteria early. Avoid vague language like “culture fit,” which often favors candidates who mirror existing staff. Be clear about the skills and values you’re hiring for, and use a shared rubric to rate all candidates.

• Standardize interviews. Ask the same skills-based questions of each candidate. Use real-world library scenarios—like handling a difficult research consultation or balancing competing priorities—to evaluate how someone thinks, not just how they talk.

Audit the Day-to-Day: Who’s Doing What Work?
Even well-intentioned managers can fall into patterns where some staff get high-profile opportunities, while others are asked to “help out” more quietly. In library environments, that can look like one group being asked to plan events or serve on DEI committees while another gets the spotlight for digital initiatives or strategic planning.

• Track who’s assigned to what. Keep an informal record of who’s leading projects, who’s presenting at meetings, and who’s asked to take notes or do logistical work. Equity begins with awareness.

• Rotate administrative and “invisible” tasks. Don’t always rely on the same people to organize events, order supplies, or clean up the meeting room. These tasks matter—and they should be shared.

• Recognize all forms of labor. Mentoring student workers, participating in working groups, or leading book displays are valuable contributions. Make sure they count in evaluations and reviews.

Interrupt in the Moment: Meetings and Microaggressions
Library meetings can reflect larger societal dynamics. Research shows that women, people of color, and first-generation professionals are often interrupted more, credited less, and invited to speak less frequently.

• Create meeting equity norms. Set expectations: no interruptions, credit original ideas, and rotate facilitation when possible.

• Call it out gently. When someone is interrupted or their idea is overlooked, redirect the conversation: “I want to come back to what Aisha said earlier—it deserves more attention.”

• Invite in quieter voices. Say, “Jorge, we haven’t heard from you yet—what are your thoughts?” This signals that all perspectives are valued, not just the loudest.

Evaluate and Promote Fairly
Academic libraries often rely on peer feedback, annual reviews, and informal mentorship to determine advancement. Without structure, bias creeps in—especially around personality, tone, and “potential.”

• Clarify what counts. Outline specific benchmarks for success and discuss them openly with your team. What does growth look like in a reference role? In a systems position? Be transparent.

• Separate performance from personality. Be specific in feedback. Instead of “She’s friendly,” say “She successfully managed three instruction sessions and received positive feedback from faculty.”

• Support self-advocacy. Encourage staff to document their accomplishments. Not everyone is comfortable self-promoting, especially those from underrepresented backgrounds. Make space for this during evaluations.

Lead with Intention, Not Assumption
Inclusive leadership is not a one-time training. It’s a mindset. A practice. A choice. In academic libraries, where teams are small and hierarchies flat, every manager plays a pivotal role in shaping culture.

If you care about equity—and you’re in a position to make decisions—you’re also in a position to interrupt bias. You don’t need permission to rotate assignments fairly, to listen more closely in meetings, or to push for diverse hiring practices.

You just need the will to act—and the humility to keep learning.

As Viral Justice reminds us, the smallest shift—a question asked differently, a candidate considered more fully, a meeting structured more equitably—can ripple outward. Inclusive leadership in libraries is built moment by moment, policy by policy, choice by choice.

We may not change the system overnight. But we can start changing how it feels to work and belong in academic libraries—starting today.