The recent wave of terminations within the federal workforce has sent shockwaves through countless households across the nation. Employees, many with years of dedicated service, have been dismissed abruptly—without cause, without notice, and without the due process traditionally afforded to civil servants. This isn't a debate about the necessity of organizational efficiency or the merits of a lean government structure; rather, it's a profound concern about the erosion of fundamental procedural safeguards and the devastating personal toll on those affected.

Leadership in academic libraries is evolving. Traditional top-down models are giving way to more inclusive, problem-led approaches that emphasize collaboration, adaptability, and shared expertise. This shift aligns with the needs of today’s academic librarians, who must navigate complex institutional structures, advocate for resources, and innovate in response to emerging challenges.

The question of whether libraries can effectively teach AI literacy and ethics, despite internal organizational challenges, reflects a broader misunderstanding of the distinction between institutional culture and professional expertise. While some libraries—like many organizations—grapple with workplace dynamics that can be less than ideal, this does not diminish the knowledge, dedication, and ethical commitment of library professionals. In fact, it is precisely in these challenging environments that AI literacy and ethics become even more crucial.

The recent rollback of Diversity, Equity, and Inclusion (DEI) programs in higher education, as detailed by The Chronicle of Higher Education (link), has left many librarians and educators grappling with how to continue this vital work. As Ruha Benjamin reminds us in Viral Justice, progress is often found in small, intentional acts that ripple outward, shaping a more just and equitable world. Even without formal DEI programs, academic libraries can serve as catalysts for change by embracing incremental, sustainable actions that uphold diversity, equity, and inclusion.

In the words of Peter Drucker, "Culture eats strategy for breakfast." This succinct yet profound observation highlights a truth that is often overlooked: no matter how well-designed your strategy is, it will falter in the face of a toxic or misaligned organizational culture. Strategy provides the roadmap to success, but culture propels the organization forward. Without a healthy culture, employees are unlikely to feel connected to the mission and vision, and the organization’s potential will remain unrealized. 

In academic librarianship, we wear many hats—leaders, collaborators, advocates, and sometimes mediators. How we navigate these roles often determines our success and the success of our libraries. But the question remains: how do we balance strength and warmth? How do we advocate for ourselves, our teams, and our libraries without alienating those we need to influence?

Academic libraries have always been at the forefront of addressing the inequities that exist within education. For me, this responsibility became personal when a student told me they were skipping meals to afford textbooks. Over the years, I’d heard similar stories from others—students sharing books, delaying purchases, or going without altogether. These choices weren’t just inconveniences; they were barriers to success.

Picture this: It’s a Tuesday morning, and your inbox is already overflowing. A faculty member has emailed to express frustration over the availability of library resources, a student has asked for last-minute research help, and a partner organization is waiting for a project update. Each of these interactions demands not just a response but thoughtful communication. But how do you manage this when your day is already packed? Enter AI, not as a replacement for your expertise, but as a partner in helping you communicate more intentionally.

For many professionals, holiday parties are an opportunity to celebrate the season, connect with colleagues, and reflect on the year. But in some workplaces—especially those with toxic dynamics—these gatherings can feel more like a chore than a celebration. This is particularly true in environments where the workplace culture leans heavily on the narrative of being a “family.”

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 balancing empathy with accountability strengthens relationships and creates resilient workplace cultures. Together, these perspectives offer valuable guidance for navigating trust challenges.

When I first became director of the library, I quickly learned that managing a team with diverse needs and schedules was no small feat. Communication was everything—especially with our team of student workers, paraprofessionals, and professional librarians on varying contracts. I assumed that more information was better, so I packed every email and memo with detail, thinking it would empower the team. Instead, I was met with questions that reflected confusion, not clarity. Some staff felt overwhelmed; others weren’t sure what applied to them specifically.

Academic libraries are unique spaces—centers of learning that prioritize steady, thoughtful support for students and faculty. While the work may not always be fast-paced, it’s certainly purposeful, with staff investing time and care to ensure resources are accessible, knowledge is shared, and community needs are met. However, in environments where the spotlight is often on users, the contributions of library staff can sometimes go unrecognized. Building a culture of appreciation, where team members feel valued for their work, is essential to creating a positive and inclusive library environment.

Many universities and colleges across the United States are facing budget challenges. In times of financial strain, leaders are faced with tough decisions. Unfortunately, some managers exploit budget crises to eliminate or demote employees they don’t prefer working with, using financial challenges as a convenient cover. This behavior, while perhaps disguised as “cost-saving” or “streamlining,” is unscrupulous and unprofessional, damaging morale, creating resentment, and ultimately hurting the organization.

Leaders who practice favoritism in the workplace have no chance to build a culture of trust.” – Robert Whipple

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.

It is not uncommon for us to bemoan the curious phenomenon known as "failing up." This term describes a situation in which individuals, despite being unsuccessful or ineffective in their current roles, continue to receive promotions and are entrusted with increasing levels of responsibility. It’s disconcerting but not uncommon, and it can have profound consequences for the organizations these individuals lead.

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.

In every workplace, communication is critical. But as employees, there’s a significant difference between being heard and being listened to. The subtle yet important distinction often determines whether we feel valued, understood, and engaged at work. When we’re heard, our words may be acknowledged, but without true consideration or action. When we’re listened to, our ideas and concerns are thoughtfully absorbed, responded to, and lead to meaningful change.

As student workers transition out of their roles in academic libraries, the offboarding process becomes a crucial part of their overall experience. Offboarding is more than just wrapping up tasks and returning materials; it’s about providing closure, offering reflection, and ensuring that the time spent working in the library has been meaningful and constructive. At Goldey-Beacom College, we recognize that a thoughtful and empathetic offboarding process can leave a lasting positive impression on our student workers, shaping their views on workplace culture and professional development.

As leadership changes become a constant in academic libraries and higher education, the need to manage relationships with new leadership effectively—and through the lens of diversity, equity, and inclusion (DEI)—is more important than ever. You may have always enjoyed a positive relationship with previous supervisors, but after a reorganization or a new hire, you find yourself working under a boss with a different style, perspective, or even cultural background. How can you adapt and ensure that this new dynamic thrives?

As academic librarians, we face the challenge of balancing multiple roles—mentor, researcher, advocate, and leader. In many ways, our voices shape not just how we communicate, but how we influence and lead within our institutions. But what does it mean to develop a leadership voice in our field, and how can we, as librarians, cultivate one that’s both authentic and impactful?

In academic libraries, where priorities shift rapidly, and demands come from all directions, it’s easy to get caught up in the day-to-day hustle and lose sight of what’s left undone. As library directors or managers, we often focus on what we’ve accomplished—ticking off tasks and moving on to the next challenge. But what about the things that don’t get done? The emails that go unanswered, the projects that remain on the back burner, and the ideas that never quite make it to implementation?

The onboarding process for student workers in academic libraries is more than just an introduction to a new job—it’s 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, understanding the value of their contributions and the skills they will gain. Onboarding is our opportunity to set them up for a rewarding experience that enhances both their academic journey and future professional endeavors.

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.

As the academic year begins on many of our campuses, the arrival of new students and faculty marks a time of renewal, growth, and opportunity for our educational institutions. This period is critical not only for orienting newcomers to the logistical aspects of campus life but also for helping them to understand the institution’s culture and values. For an organization that prides itself on respect, equity, diversity, and inclusion (EDI), the onboarding process is an invaluable opportunity to set the tone and expectations for the academic year ahead.

Academic libraries are vital hubs of research, learning, and collaboration within higher education institutions. However, they are not immune to the toxic behaviors that can undermine their mission and create a hostile, unproductive work environment. Left unchecked, these behaviors not only erode the well-being of staff but also compromise the quality of services that libraries provide to their communities.

In today's rapidly changing world, the importance of robust leadership, effective management, and genuine commitment to equity, diversity, and inclusion (EDI) has never been greater. As seasoned professionals with a combined experience spanning decades, we are thrilled to introduce our new consulting company, Inclusive Knowledge Solutions. Our mission is to empower organizations—particularly libraries and higher education institutions—to thrive by cultivating inclusive and healthy environments.