In Holding Change, adrienne maree brown invites us to approach transformation not as a crisis to survive, but as an opportunity to deepen our values, relationships, and capacity for collective action. This perspective is crucial in academic libraries facing sustained budget reductions. Too often, budget cuts are treated as inevitable, technocratic events. But they are also political. They reflect institutional priorities, power dynamics, and whose labor and learning are deeme

There’s a unique frustration many academic library leaders know too well: you advocate for your department—student workers, temporary staff, frontline librarians—and the reply you get from senior leadership is a flat, dismissive, “Sorry to hear that.” No solution. No next steps. No recognition of the urgency or weight of what you’ve just shared. In that moment, a truth crystallizes: apologies are easy. Solutions are not.And in academic libraries—where we’re often expected to

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 a

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. The Intersection of Visible and Hidden Wo

Libraries thrive on collaboration. Yet too often, our ability to work well together falters not because of skill gaps, but because of how we communicate. Words, tone, timing, and unspoken assumptions can create friction that undermines trust. To counter this, many library leaders are experimenting with tools and frameworks that put communication, empathy, and psychological safety at the center of workplace culture. Communication Agreements: Talking About How We Talk Kabel Nat

Mentoring is often imagined as a one-way relationship: a senior professional shares experience, institutional memory, and career advice with someone newer to the field. That model still matters. But academic libraries are changing quickly, and leadership development requires more than passing knowledge down. It also requires listening across generations, roles, identities, and experiences. Reverse mentoring offers a practical way to do that. In a reverse mentoring relationshi

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,

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. The question

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. Academic libraries ar

Leaders often talk about inclusion, respect, and collaboration. Yet one of the most overlooked foundations of all three is the ability to set and honor boundaries. Boundaries are not walls that divide people. They are shared understandings that help define how we work together with clarity, respect, and care. When boundaries are clear, people know what is expected, what is appropriate, and where they stand. That kind of clarity is not limiting. It is what makes trust possible

Supervisors do not always realize how intimidating they can seem to their team. Even if you see yourself as open, supportive, and collaborative, your employees may still hesitate to share concerns, ideas, or honest feedback. That hesitation is not always about personality. Often, it is about power. The supervisory role itself carries authority, and authority creates distance. Your decisions affect workloads, schedules, opportunities, evaluations, and sometimes even whether so

At a recent panel discussion, a colleague observed that libraries, as a profession, tend to operate within a "politeness culture," one in which we avoid difficult conversations, sidestep conflict, and smooth over disagreements in the name of collegiality. She proposed that we aspire to something different: a "kindness culture," where we can disagree openly, challenge one another's thinking, and still treat one another with genuine care and respect. I was immediately reminded

Hierarchies exist for good reasons. They clarify accountability, define lines of authority, and help organizations operate efficiently. Regular one-on-one meetings with direct reports are foundational to effective management, allowing leaders to stay aligned with their immediate team, track progress on priorities, and invest in professional development. None of that changes when we introduce skip-level meetings into the mix. But skip-level meetings offer something that conven

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, Inclusi

In many academic libraries and workplaces, “niceness” is a celebrated trait. We want to be approachable, collaborative, and supportive of colleagues. But there’s a shadow side to this cultural value: when the desire to be liked outweighs the need to lead effectively. In toxic dynamics, niceness can mask conflict, stifle honest communication, and leave teams without the guidance they need. Niceness vs. Leadership Niceness often shows up as avoiding hard conversations, sugarcoa

The onboarding process for student workers in academic libraries is more than just an introduction to a new job. It is the foundation for their success and development. At Goldey-Beacom College, we believe in creating an environment where student workers feel supported from day one, understand the value of their contributions, and recognize the skills they will gain along the way. Onboarding is our opportunity to set them up for a rewarding experience that enhances both their

When you work in a library—especially a smaller one—it’s easy to feel like you’re talking to yourself. Ideas swirl around in your head, problems are mulled over on repeat, and solutions echo back without fresh perspective. Over time, that echo chamber can become isolating. Without input from others, it’s harder to grow, harder to adapt, and harder to feel connected to the larger profession we are all a part of. The Challenge of Being Siloed Academic librarianship can be a sol

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 mitig

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 t

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 balanc