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

Onboarding wasn’t just about ticking off boxes on a checklist—it was about setting the stage for success, inclusion, and long-term satisfaction. For professional librarians, who often entered new roles with a wealth of experience but faced unique challenges in adapting to a new environment, the onboarding process was critical. At Goldey-Beacom College, our approach to onboarding professional librarians was rooted in empathy, care, and leadership. We believed that by prioritiz

As a library administrator—associate university librarian, associate dean, department head—you’ve probably experienced this: you send an email about a difficult decision, such as reorganizing desk schedules or shifting budgets, and… silence. No one replies. Or, you notice that some staff avoid initiating emails on sensitive topics altogether. This isn’t just about poor communication. It’s often about avoiding conflict. People sidestep disagreements by staying quiet, hoping th

Every organizational survey seems to tell the same story: employees want more communication. Yet when leaders respond with regular updates, open-door policies, and multiple channels for information sharing, the complaints persist. Staff members continue to feel left in the dark, suspicious of hidden agendas, and frustrated by what they perceive as a lack of transparency. This communication paradox reveals a more profound truth about organizational dynamics: the problem isn't

Leaders in academic libraries and higher education often emphasize the importance of “listening” to employees. Staff surveys, open office hours, and town halls are all designed to create the sense that leadership is paying attention. Yet many employees report a gap between being heard and being truly understood. The difference lies not in the act of listening itself, but in how leaders respond. The Illusion of Listening Hearing words is easy; interpreting meaning requires car

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. This difference be

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 po

In a healthy organization, a new leader acknowledges the past, then focuses on building the future. Criticism may surface during a transition, but it should fade as trust and direction take root. But what if it doesn’t? What if your new boss is still pointing backward months—or even years—into their role? “I’m cleaning up their mess.” “We wouldn’t be in this position if it weren’t for them.” Instead of inspiring confidence, the constant blame signals avoidance. For staff, thi

What does it really take to move forward in academic librarianship? To find out, a recent study of 200 academic library professionals (link) explored the barriers and supports librarians encounter on their career journeys. The findings were clear: many librarians feel stuck. Promotion and tenure criteria are often unclear, tenure itself is out of reach for most, and workplace cultures sometimes undervalue critical contributions like service, mentoring, and DEI work. But parti

Libraries are more than repositories of information—they are communities where people learn, grow, and find belonging. For student workers, interns, and even new staff members, the first days in a library role can shape their confidence and engagement for years to come. At Inclusive Knowledge Solutions, we believe that fostering strong, supportive relationships through mentorship, buddy systems, and sponsorship transforms onboarding into something deeper: a foundation for gro

The Fall Semester on Academic Campuses 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)