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?
It might sound counterintuitive, but keeping a running list of tasks that you can’t get done—or that you’re struggling to complete—can be one of the most powerful tools in your management toolkit. Especially when managing up, this practice can significantly impact how you communicate with higher administration and how effectively you advocate for your library’s needs. Moreover, it can play a crucial role in advancing your library’s Equity, Diversity, and Inclusion (EDI) goals.
Here’s why it’s so important:
1. It Provides Transparency and Accountability
When managing up, transparency is key. Higher administration, like provosts, needs to understand not just what’s going well, but also what’s falling through the cracks. By keeping a running list of unfinished tasks, you can provide a clear picture of the challenges you’re facing. This isn’t about making excuses—it’s about showing the reality of your workload and the limitations of your resources.
This transparency is particularly important when it comes to EDI initiatives. Often, these projects are ambitious and require sustained effort, yet they can be the first to suffer when resources are stretched thin. By documenting EDI-related tasks that remain unfinished—whether it’s developing a new program for underrepresented students, expanding a diverse collection, or implementing staff training—you can clearly communicate the need for ongoing support and resources. This helps ensure that EDI efforts don’t fall by the wayside but remain a visible and integral part of your library’s mission.
2. It Helps in Prioritizing and Reassessing Goals
A running list of unfinished tasks is a tangible reminder of what still needs attention. It can help you reassess and reprioritize your goals regularly. Sometimes, when we’re caught up in the daily grind, we lose sight of long-term objectives. This list serves as a checkpoint, forcing you to ask: Is this task still relevant? Has the priority shifted? Do I need to allocate more resources to this?
This practice is particularly critical for EDI goals, which require consistent attention and commitment. By regularly reviewing your list, you can ensure that EDI initiatives remain a priority, even as other urgent tasks arise. It also allows you to have honest conversations with your higher-ups about the importance of these initiatives and the need to keep them front and center. When you demonstrate that EDI is not just a buzzword but a strategic priority that requires real resources, you’re more likely to secure the support needed to make meaningful progress.
3. It Facilitates Honest Communication
Honest communication is the foundation of any successful relationship, especially when managing up. Keeping a running list of what you can’t get done creates an opportunity for candid conversations with your provost or other administrators. It allows you to openly discuss obstacles and bottlenecks without the fear of being seen as incompetent or overwhelmed.
This is particularly important when it comes to EDI work, which can be complex and require navigating sensitive issues. By bringing your list of unfinished EDI-related tasks to the table, you’re not only showing that you’re on top of your responsibilities but also that you’re willing to address challenges head-on. This transparency fosters trust and can lead to more productive discussions about how to overcome these challenges, whether it’s through additional resources, delegation, or even shifting priorities to better support EDI goals.
4. It Highlights Resource Gaps
One of the most compelling reasons to maintain a list of unfinished tasks is that it highlights where resources are lacking. If there’s a consistent pattern of certain types of tasks being left undone, it may indicate a need for more staff, better tools, or more time.
This is especially true for EDI initiatives, which often require dedicated resources that may not be readily available. For example, if your list shows that several EDI-focused projects have been delayed due to a lack of staff or expertise, this is valuable information to share with your provost. It helps make the case for additional hires or reallocating resources. By consistently updating this list, you can provide evidence-based requests when advocating for the library’s needs, making your case stronger and more compelling—particularly when it comes to supporting EDI work.
5. It Demonstrates Proactive Management
Finally, keeping track of what you can’t get done is a hallmark of proactive management. It shows that you’re not just letting things slide but are actively aware of what’s being neglected and why. This proactive approach is critical when managing up because it signals to higher administration that you’re in control, even when things aren’t perfect.
For EDI efforts, this proactive management is crucial. It shows that you’re not just paying lip service to diversity and inclusion but are genuinely committed to making progress, even when it’s challenging. Whether it’s reassigning tasks, seeking out new resources, or adjusting timelines, having this list allows you to approach your provost with concrete issues and potential solutions. This not only helps in getting the support you need but also strengthens your reputation as a competent, forward-thinking leader who prioritizes EDI.
Conclusion: Turning Challenges into Opportunities
In the complex world of academic libraries, it’s impossible to get everything done all the time. But by keeping a running list of unfinished tasks, you can turn these challenges into opportunities for better communication, strategic planning, and resource management. This practice isn’t about dwelling on what you haven’t achieved; it’s about being transparent, staying accountable, and using every tool at your disposal to manage up effectively.
When it comes to Equity, Diversity, and Inclusion, this approach is even more important. EDI initiatives require sustained attention and resources, and by keeping them at the forefront of your conversations with higher administration, you can ensure they remain a priority. So, the next time you are overwhelmed with a growing to-do list, don’t just focus on what you’ve completed. Take a moment to document what’s left undone, and use it as a powerful tool in your ongoing efforts to lead your library—and your institution—toward greater success and equity.
Add comment
Comments