Learning from Public Libraries

Inspired by April Hines’s recent tweet about what academic librarians can learn from public librarians, I’ve been thinking about the topic myself. It’s been especially front of mind as someone who transitioned from working at public library branches to working at a community college library. Similar to April, I’ve also heard academic librarians shy away from conferences that they consider to be too focused on public library issues, such as social work and safety and/or security. In the back of my mind, I’m reminding myself that those are issues that those working in academic libraries are, or at least, should be concerned about as well.

Many of us have had an experience where we didn’t know how to best help a student who was in distress. That’s social work. Many of us have had an experience where we were faced with an emergency or natural disaster. That’s safety and security. Dismissing these concerns, and dismissing public librarians in general, does us all a disservice; especially at a time when librarianship, in and of itself, is under attack. There are many ways that public and academic librarianship are similar, including having to constantly prove our worth to stakeholders and having to manage and maintain collections and other resources on limited budgets.

Among others, here is a list of skills that those of us working in academic libraries can learn from all staff working in public libraries.

Performing Outreach: Public libraries excel at outreach because, well, they don’t have a choice. When you’re constantly asked if you’re still relevant, you brainstorm ways remind your community of all you have to offer. Milwaukee Public Library has become known for their clever use of social media, including viral videos on both TikTok and Instagram reminding people that reference librarians can, in fact, help you with whatever questions you may have. Meanwhile, DC Public Library used Twitter to satirize current events, and remind the community about the library’s robust audiobook selection. In a time where many academic libraries could stand to do better at making our voice heard, it’s in our best interest to not only learn from, but also to ask our friends at public libraries for advice.

Navigating Censorship: Navigating bans and challenges is not new to public libraries (and school libraries as well). Voices of censorship have long sought to cater library collections to their point-of-view; since 2020 these attacks have increased in intensity. Academic libraries should not dismiss these as concerns that are only facing our colleagues working at public and school libraries. These concerns have already started moving toward higher education, with debates about what students should or shouldn’t be allowed to learn. Academic materials and collections are already becoming the next target in these ongoing attempts at censorship. We could learn from public libraries about strengthening our collection development policies and reconsideration forms, and learning more about First Amendment Audits, so that we can be better prepared for when, not if, these challenges arise.

Offering Literacy Resources: From answering complex reference questions to teaching courses to first-year students to staying up-to-date with ACRL’s Information Literacy Competency Standards for Higher Education, literacy is at the core of what we do as librarians on college campuses. Like all skills, developing competency in assisting students with information as well as digital literacy takes time, and we don’t always get it right on the right try; I know I don’t. And it’s always a good reminder that public librarians offer information, digital, financial, and even health literacy resources for their communities, both through programs and classes as well as at the reference desk. Instead of dismissing public librarians for not having a specialty, we should be appreciative of the fact that they are able to navigate complex fields of literacy, often with limited time and resources.

Lastly, in the past few years, we have already seen colleges and universities throughout the United States eliminate departments and majors, scale back on tenure, and reduce library staff. Not only have public libraries been used to fewer staff and static budgets, they have also had to continue performing outreach, navigating censorship, and offering literacy programs while doing so. We are fighting the same fight in terms of figuring out how to best serve our communities while trying to prove our worth to those who might not value it otherwise. The least we could do is communicate with and learn from each other.

Feeling Connected & Supported: An End of Academic Year Reflection

It’s summer here on campus. The library is quiet and I feel a sense of calm as I look at the things I want to accomplish this summer. As each academic year comes to a close, I find myself naturally reflecting on the year, to identify common themes, big successes, and challenges.

One thing that stood out to me as I thought back on this academic year was the way in which connections with others played a big role in me feeling supported. Within this “connections” theme, I see three subcategories. In this post, I want to take a minute to expand on these subcategories.

Opportunities outside the library

During the past academic year, I had the chance to participate in two opportunities that existed outside of the library (and didn’t have any other library colleagues involved in them). I was part of an inaugural Leadership Institute and participated in a mentoring circle for 3rd and 4th year tenure-track faculty. I appreciated the opportunities to connect with other colleagues across campus and to sort of pave my own path as I was the only library faculty member in these groups.

The Leadership Institute was a newly developed program on campus to bring together leaders across campus to discuss issues, challenges, and opportunities within higher education. I have previously written a little about this program when we took the leadership orientations questionnaire. Overall, I found the group to be a nice touchstone each month. With changes happening on campus, having this group to check in, talk about what was happening, and hear from other leaders and administrators across campus was really useful. In many ways, being in this group confirmed my desire to continue in leadership and administrator roles. I feel that this group helped me connect with colleagues and also continued to give me the language and resources as I grow in this space.

The mentoring circle was also a monthly commitment. Each month our mentor would bring us together to discuss campus resources, bring in speakers from different units, share insight on the tenure and promotion process, and create space to talk about what was happening with the university. I looked forward to these meetings each month because I appreciated the opportunity to be with others on the tenure-track. I’m currently the only person in the library on the tenure-track, so having others across campus navigating this campus process felt so supportive. I also appreciated our mentor, who was kind, took time to get to know us, and provided so many words of encouragement. I didn’t realize how much I needed to hear from someone, outside of the library, that I was doing well and on the right track with my work towards tenure.

The departmental team

Within the library, the department I lead (Education & Outreach Services, EOS for short), was another important spot of connection. As I mentioned in my one-year job anniversary post, I love the team I lead and especially the ways we laugh and enjoy our time together. This year the laughter continued and so did our work. Countless times during the fall and spring semesters I would leave a department meeting and feel such excitement for how we were all working together. I appreciated the moments where someone on the team poised an idea or next step that was in line with where I was leading the team. It felt good to assign projects to the department and watch them come to life. I feel like my relationships with each member in the department continue to grow and having that sense of community has been so grounding.

My network

The final subcategory that contributed to me being connected and supported was my personal network. From the group texts, the weekly Zoom lunches, the regular check-ins, Teams messages, and the in-person meets up at ACRL, I felt lucky to have a great group of colleagues and friends by my side. I was especially thankful for my regular check-ins with other teaching and learning department heads at other libraries (shout out to Charissa and Rosan). It was so nice to have colleagues leading similar teams to discuss our challenges, our opportunities, and support one another. As I think back on the year, I couldn’t have done what I did without this network of support and encouragement.

Overall, I feel like I’m headed into the summer with two feet firmly on the ground, ready to take on some big projects. I’m going to continue to create space to sustain these connections and seek out more opportunities to build and be in community.

I’d love to hear from you – who helped you feel connected and supported this past year? What other themes did you see from this past academic year? Feel free to share your thoughts in the comments of this post.

Featured image by Conny Schneider on Unsplash

Communication & Leaving Things Behind

In March, I attended ACRL. The first session I attended was a morning panel entitled “Academic Library Leaders Discuss Difficult Topics.” The panelists (Jee Davis, Trevor Dawes, and Violete Illik) covered a range of topics and shared their insights with a full house. I took away many tidbits however, one insight stood out. The panel was discussing communication and how a common refrain from folks is that communication is just not transparent enough from leadership. In working through what this means, Trevor said, “Communication goes both ways.”

A simple idea but for me, an insight that stood out. As both a current department head and someone who aspires to continue in administrator roles, I’m constantly trying to think about how to communicate information, at what level, and how frequently. But I think Trevor’s point serves as a good reminder; if you have the expectation for leaders to communicate, they also need you to communicate. Leaders can’t be expected to know everything, especially if the people who have that information aren’t sharing it up. Now granted, sometimes sharing up is hard because of the structures and or culture in place. However, this can be worked around. It requires folks to understand the structures and empower people to share, both good news and more challenging news.

I’ve been thinking a lot about sharing up recently because of a situation I found myself in. A colleague left the institution and in an attempt to try to solve a problem at the reference desk, I opened a can of worms on a service I didn’t know much about. The colleague left behind some information but it wasn’t robust. They also hadn’t alerted the partners in this service about their departure so when I checked in to gain some more information, the partners were surprised to hear about me.

Now I know that when folks leave institutions, it’s not always on the best terms or with the most generous timeline. I even wrote about the impossibility of tying up loose ends when I left my last institution a few years ago. There’s a lot procedurally to do to leave an institution and consequently, messes will get left for those still at the institution to clean up. However, what are ways to prevent messes, even before someone considers leaving? How do we encourage folks to lay the groundwork, document it along the way, and share that knowledge with more than just one person? This kind of structural work isn’t the most exciting but I think it can be some of the most important work.

This whole situation had me also thinking about my first post I wrote for ARCLog, about setting a project up for success, knowing full well that someday you might not be doing that work anymore. I know it can feel great to work on a project, know it inside and out, and feel secure that no one can do that work like you can. But ultimately, if we want that work to be sustainable and impactful, we have to make sure we are setting both the project and someone else up for success. I think this includes documentation of some kind and talking openly about the work (to all levels of the organization).

To be honest, this scenario isn’t limited to only when someone leaves an institution. I remember one summer at my past institution where my colleague and I had some family issues arise. We were going to need to be out for parts of the summer, primarily over our larger outreach work that we co-led. When my supervisor asked what documentation we had to support our colleagues stepping in to do this work, we didn’t have anything. Luckily, we had some time to get everything squared away before we were out but life happens, our jobs are just one part of us, and we need to make sure we have information to pass along.

So my takeaways from this situation is documenting what I can about this can of worms I opened up. I’m talking to folks (across, down, and up) in my organization about what I’m learning and how it applies to their work. I’m thinking even more about how I communicate department work to my supervisor and how I can create opportunities for the team to share their work, at a variety of levels, to various audiences. With summer just right around the corner, I’m hoping to get some time to work on some of that documentation for my work. It’s never too early to lay the groundwork for the work I’ve done and what I’ve learned along the way.

Would love to hear from you reader – do you have strategies to help communicate both ways? Do you have ways of creating work that is sustainable and actionable, even if someone has to leave your institution? Would love to hear your strategies and insights on this topic!

Coming out of a January fog

January and the first part of February is usually a tricky time of year for me. I’m both buoyed by the promise of a new year and bogged down by the weather and amount of daylight available to me. January feels like a slog; I’m just trying to make it through. There are moments during the first days of the year where I feel like my motivation is at an all time high. I see the connections between work projects, I see the direction for the department, and I see the impact we can have. There are other moments where I feel stuck and there’s so much coming at me I’m not sure what to pick up next.

I think this January has also been an interesting time to be at my university. Similar to other colleges and universities, we are facing budgetary challenges and declining enrollment. We also recently named an interim president and are settling into new leadership. There’s a lot of uncertainty that you can feel every time you step foot on campus. When I talk with my colleagues about May, the summer, even the fall, there’s always an unspoken (or sometimes spoken) phrase of, “But who knows what the context will be then.” The uncertainty makes it hard to move forward confidently. We might decide to go left only to learn we’ll need to loop around to go right a few months later.

All of these things – the slog, the uncertainty, the potential opportunities – has made me think a lot more about prioritization. How do we decide on what is a priority? How do we have those conversations? How do we make the tough decisions? How do we pivot? And how do we accept the change we know is coming but aren’t sure what it will look like yet? I don’t have any answers but I know that getting through the January slog means having the space to work through these questions and figure out where to step next.

And in these moments, when my head is turning, I am so thankful to have a network of support. The friends and colleagues I turn to get through the slog, hold the uncertainty, and celebrate the successes. I’ve been so appreciative to have fellow department heads at other institutions to talk to, a research group to get excited about and hold me accountable to research, my various text message threads with friends who send funny gifs, screenshots, all the emojis, and voice messages, my colleagues within the library to strategize with, and my colleagues across the institution who I can get coffee with and chat about what we can do together.

I feel that I’ve emerged from the January fog and that feels wonderful. What about you? How are you getting through these first couple of months? What’s been on your mind and who has been there to help support you?

Core-Skills Based or Task-Focused Academic Librarianship?

In the forecourt of his temple were inscribed the words ‘Know yourself’, since it was only with self-knowledge that a human could unravel the confusing tangle of the priestess’s words.
Charlotte Higgins, Greek Myths: A New Retelling

I read an interesting column in University Affairs that argues work in academia is often task-focused. The authors, Alexander Clark and Bailey Sousa, gives task-focused examples such as organizing meetings, responding to email, and teaching. However, they advocate that to be a happy academic, you should adopt a core-skills based approach. This includes improving your learning and writing skills, being creative and influential, and working well with others and yourself. While Clark and Sousa’s advice is interesting to think about and certainly aspirational, I can’t help but think of my work as task-focused, but at the same time I want to continue to develop core skills.

As someone fairly new to librarianship, I like to think I am actively cultivating the habits that Clark and Sousa write about: by challenging myself and applying and volunteering for opportunities, practicing my formal and informal writing, and taking time to reflect on challenges and success alike. Many of us in academic librarianship continue to build these core skills. Our jobs consist of short- and long-term tasks, projects, advancement, professional development, and so on. I think there’s room for both core skills and tasks.

At the University of Manitoba, our library is currently going through a reorganization by implementing functional roles for liaison librarians, things like research data management, collections development, and instruction. At the same time, we’re evaluating our current level of liaison library services and determining which services to prioritize. Within our library, we will be holding focus groups with liaison librarians to ask what it means to be a liaison, what the core parts of our job are, and what tasks are we doing as liaisons? I appreciate having my voice heard during this process and it gets me to reflect on what I do in my role.

I think it’s important for all academic librarians to think about the work they’re doing and whether they find meaning in and are actively engaged in librarianship. I am reminded of the words of Kim Leeder, in her wonderful article from 2010, My Maverick Bar: A Search for Identity and the “Real Work” of Librarianship, wonders what exactly her job is. Ultimately Leeder discovers what her job consists of: “[m]y real work is Knowledge. If I hold that goal in mind, the details of how I accomplish it on daily basis begin to fall into place.”

Some of my duties, like instruction, support Knowledge directly. Other tasks, like tracking how many reference questions I respond to, are not tied to that higher goal–they’re more administrative–but are necessary for the reality of my workplace. If I want to continue in my job, I can’t just stop doing those less crucial tasks, but I can prioritize my efforts and most of all, reflect on what our work really comprises.

I challenge each of you to think about your real work of librarianship and how you build your core skills and continue with your task-focused duties.