This section explores the transformative power of kindness and wellbeing in library environments, particularly amidst the challenges of change and toxic work cultures. It combines theoretical insights with practical strategies, illustrating how a culture rooted in empathy and support can revolutionise the library experience for both staff and patrons. By addressing the complexities of workplace dynamics and change management through the lens of kindness and wellbeing, these chapters offer a roadmap for creating more inclusive, resilient and nurturing library communities. This section is not just about overcoming adversity but about reimagining the role of libraries as beacons of positivity and growth in a rapidly evolving world.

Understanding and embracing authentic kindness becomes crucial as we navigate the ever-changing landscape of libraries and the organisations they often work within. This introductory section will set the stage, focusing on how genuine kindness – beyond just being nice – can significantly enhance workplace dynamics. We will explore why this topic is essential, considering the rapid evolution of workplace norms, the pivotal role of emotional intelligence and the impact these factors have on individual wellbeing and overall productivity. This context will lay the groundwork for the following detailed discussions, highlighting the transformative power of kindness in professional settings.

Introduction

In the wake of the COVID-19 pandemic, Deloitte examined the changing nature of wellbeing in the corporate world (Lewis et al., 2022). This report significantly reshaped our understanding of wellbeing, urging businesses to re-evaluate its definition and implementation in today's workplace. It raises essential questions about how wellbeing is perceived and addressed in our offices, the methods used to gauge its presence and impact, the necessity for organisations to invest in wellbeing and the best ways to incorporate it into the corporate structure.

The insights are enriched by a comprehensive survey conducted alongside the Institute of Directors (IoD) and International Institute of Risk & Safety Management (IIRSM) (Lewis et al., 2022), which includes responses from over 30,000 directors and risk managers. A notable finding from this survey is that 50% of respondents observed improved business performance when wellbeing was prioritised. The report reveals key points, highlighting that 67% of directors consider mental and emotional health crucial in discussions about wellbeing. It also emphasises the need for a strategic shift from reactive to proactive approaches, fostering work environments that are both empowering and flexible.

Introduction

As we explored in the preceding chapter, empathy and equity stand as cornerstones in transforming library recruitment practices. The ‘Fair Library Jobs’ manifesto resonates deeply with these values. It echoes the call for empathy and extends it by embedding fairness and inclusivity in the fabric of library recruitment strategies. This chapter explores how the Fair Library Jobs approach operationalises these ideals, demonstrating practical ways to infuse empathy into every stage of the hiring process. By aligning our strategies with this manifesto, we take significant steps towards creating a more compassionate and equitable library recruitment environment.

Fair Library Jobs is a grassroots organisation that aims to improve recruitment and employment practices in the UK's library sector. It was founded by the two authors of this chapter and a third member, Harriet Notman. The group was inspired by the work of Fair Museum Job and groups campaigning for equity in the sector, such as DILON and Intersectional GLAM. However, we were also motivated by our personal experiences of positive and negative recruitment and those of our friends and colleagues in the sector. Our guiding document is the Fair Library Jobs Manifesto, which we developed to outline recruitment practices that we see as promoting equity, respect and transparency. The full text of our manifesto with additional explanatory points can be found on our website (see ‘Useful resources’ at the end of this chapter).

In writing this chapter, we’ve decided to structure it in two parts. Firstly, we want to provide an overview of the wider situation in general recruitment and specifically in libraries.

Introduction

The topic of data and its role in leadership has become both divisive and expansive over the past decade. As our access to data of all forms increases and tools to manage and analyse data have become more mainstream and accessible, naturally the use of data for management approaches and decisions has also grown. The issue arises in just how many approaches have been used to integrate data use into leadership and management and how many lack clear requirements of data literacy and ethics and good and compassionate leadership. These inconsistent and at times ill-informed approaches along with a widening gap in data literacy in the workplace have understandably encouraged a mistrust of data for leadership, hindering the ability for leaders to collect and use data even with the most effective approach.

Despite this context in which using data in leadership sits, and the clear challenges in this area, the ability to use data effectively is one of the most important skills a leader can have. Using data for decision-making can be a fundamental tool not just for achieving organisational goals, but crucially for enabling compassionate leadership and creating workplaces which truly focus on wellbeing and putting changes in place to enable the wellbeing of colleagues and service users. This chapter will explore why we need to use data in leadership and how we can go about this in a kind and compassionate way. We will explore how your approaches to data use can maximise your ability as a leader to create a genuinely compassionate workplace, giving you the tools to make decisions using data and bring colleagues along with you on this journey.

Introduction

Most of this book is about the how and why of wellbeing at work but this chapter will look at the when and where of work. A key to wellbeing is developing a partnership between people and, often, an organisation's attitude to the when and where we work and how it is implemented is fundamental to this. If you don't trust your staff to manage their own time (beyond the structure of rotas), you will find it hard to say you trust them elsewhere. This chapter will explore the future of work, looking at flexible, remote and hybrid work.

I was lucky that in my first library role at the University of Brighton, we had true flexibility (we could accrue flexitime and use it how we wanted) and it applied to all, so I have always struggled with the arguments that flexibility isn't able to work in libraries because the frontline teams can't do it and so it won't be fair. We did and loved it; it was fair and nobody took advantage. Stepping from a presenteeism culture of 9–5 to total flexibility is a big step. The compromise which we had at Royal Holloway and which I introduced at the University of Westminster was to have core hours (10–4) and then people had flexibility on how they managed their 35 hours over the week; there was also Time off in Lieu (TOIL) that could be accrued for work-related extra time, although unlike how we managed it at Brighton this TOIL had to be pre-agreed and generally related to events/teaching/projects.

Introduction

Case Study 3.1: The library as community hub

I’ve worked at my library for 22 years. In that time, I have seen lives changed and enhanced by our services. A bulk of my working day is spent within the children's library. I deliver two sessions a week for preschoolers and each of the groups are very well attended by committed children and parents. Some of the children I sang to when they were babies still come into the library each week and are engaging, bright, happy young adults. Recently, during a session, a child took his first steps. His mother and I were both thrilled and it was such a joyous moment to share. I’ve also been told by parents that their children took their first steps TOWARDS the library because they were so eager to come in. It's a hub for the community, a warm, welcoming, safe and friendly place for so many.

I love working on the registration desk. It's the first port of call for many new visitors and I enjoy welcoming people and signing them up. Whether it's a student new to the area, a long-time resident of Norfolk or just a holidaymaker needing to access the internet, we can help.

I serve people who have been made redundant after many years in the same job who are utterly petrified of applying for a new job. I try my best to put them at ease and give them the confidence to get on to a computer.

Introduction

Before we go any further, it is important to understand that kindness is not the same as being nice. Kindness originates from a place of authentic care and concern for others, often involving a deeper comprehension of someone else's needs and a proactive willingness to meet those needs. In contrast, niceness may be surface-level courtesy or politeness, carried out without deeper emotional investment. When it comes to long-term impact, acts of kindness often leave a lasting impression and require emotional intelligence and empathy, whereas being nice tends to make the immediate situation more pleasant but is generally forgettable. Kindness may necessitate personal sacrifice or risk, such as defending someone being mistreated, even when it's uncomfortable. Being nice seldom involves any significant risk or personal sacrifice, focusing more on keeping a pleasant atmosphere. Kindness is usually selfless and unconditional, devoid of expectations for something in return, while niceness can be more transactional, performed with the expectation of future reciprocation.

Kindness often has underlying moral and ethical dimensions, urging us to do good even when it's difficult. On the other hand, being nice is more about adhering to social norms and etiquette rather than making a strong moral or ethical stance. So, while it's beneficial to be nice, striving to be genuinely kind offers a deeper and more meaningful way to engage with the world.

In a workplace setting, the distinctions between being ‘nice’ and being ‘kind’ manifest in various ways. Being nice typically involves engaging in pleasant small talk with co-workers, sending courtesy ‘thank-you’ e-mails after meetings as a matter of etiquette or holding the door open for someone right behind you.

In this section, we explore the pivotal role leaders play in creating and maintaining an atmosphere of kindness and wellbeing within library settings. It emphasises the unique challenges and opportunities that library leaders face in fostering a culture that values and promotes these ideals. Through exploring various strategies and practical examples, this section aims to equip library leaders with the tools and insights necessary to effectively integrate kindness and wellbeing into their organisational culture, thereby transforming libraries into more nurturing and positive environments for both staff and patrons.

Introduction

As we continue our exploration of kindness and wellbeing in libraries, this chapter turns its focus to the linchpins of a nurturing library environment: self-care and self-compassion. Within libraries, the wellbeing of our staff is paramount. This chapter shows how prioritising self-care and fostering a compassionate culture can transform our libraries. It's about ensuring those dedicated to serving the community are supported and empowered in their personal and professional growth.

Changing the world of work into one of kindness is not always easy. In some organisations, you will challenge a status quo that has served those in leadership well and given them power. That is why embracing a holistic approach to self-care that includes self-compassion is essential. Dr Kristin Neff's (2003a and 2003b) pioneering work on self-compassion provides a particularly resonant framework for library professionals who strive to be change-makers.

In this context, self-care and compassion emerge as essential tools. Self-care involves taking deliberate actions to care for our mental, emotional and physical health. It's about recognising our own needs and taking steps to meet them. Compassion, especially self-compassion, is about treating ourselves with the same kindness and understanding we would offer a friend in distress.

Why are these concepts crucial in libraries? Because they help staff manage stress, adapt to change and maintain a high level of service. When library staff feel supported and cared for, they are better equipped to serve the community effectively and contribute to a positive, innovative library environment.

Introduction

Kindness and wellbeing are interlinked and their practical applications in a library workplace setting are critical. Given the high-stress environment often prevalent in libraries, kindness becomes an ethical imperative and a significant contributor to organisational success. Kindness is now viewed as a critical component of leadership and team performance that positively influences wellbeing. A study by Harvard Business Review (Seppälä, 2014) suggests that leaders who exhibit kindness are more likely to boost employee engagement and productivity. Libraries are a microcosm for exploring these themes in depth, given their unique blend of organisational and communityserving roles.

This chapter will follow the journey of integrating kindness and wellbeing into library environments. We begin by exploring the crucial step of establishing kindness-centric policies and procedures. Regardless of the library type, be it public, business, corporate, health or university, the principles of promoting ethical conduct, inclusivity and standard operating procedures (SOPs) that prioritise kindness apply universally. This chapter explores the essential elements of creating such policies and procedures for libraries.

Once created, we focus on how these policies are translated into tangible actions and the everyday fabric of library life. From the theoretical foundations, we will seamlessly transition into the practical applications of these policies, providing a comprehensive view that encompasses everything from policy creation to real-life implications.

Introduction

Libraries are uniquely positioned to benefit from and contribute to the evolving focus on wellbeing and kindness. Central to this is the concept of finding meaning and purpose in one's work, an idea eloquently explored by Viktor Frankl. Frankl, a renowned psychiatrist and Holocaust survivor, posited that the primary human drive is not pleasure but the pursuit of what we find meaningful (Frankl, 1946). This perspective is especially relevant to library professionals whose roles often transcend mere occupational duties, touching the lives of individuals and communities in profound ways. Frankl's insights suggest that by finding meaning in their work, library professionals can not only enhance their own wellbeing but also significantly contribute to the wellbeing of their users.

The application of Frankl's philosophy in library settings is complex. It encompasses the personal fulfilment that library staff derive from their work, the sense of purpose found in aiding users’ quests for knowledge and the broader impact of libraries as community hubs. In essence, libraries offer a unique confluence of personal and professional fulfilment, aligning closely with Frankl's views on the importance of finding meaning and purpose in life.

Thus, the integration of kindness and wellbeing into the fabric of library workplaces is not just a trend but a critical component of ensuring that these institutions remain vibrant, effective and meaningful places of work and community engagement. This chapter aims to explore these concepts further, delving into practical strategies and philosophies that can enhance the experience of both library professionals and their users.

Introduction

During my career, I have been part of many changes, including major restructures, huge building redevelopment projects and everything else in the environment of flux in modern libraries; change is not only inevitable but essential, from policy changes in government and technological advance - ments to shifts in user behaviours. No matter what our role in libraries, we must continually adapt to meet evolving needs. However, change can often be challenging, fraught with uncertainty and resistance from staff and the communities we serve. This chapter examines how libraries can navigate these inevitable transformations, not with trepidation but with an approach rooted in kindness and wellbeing.

The chapter's principal goal is to guide library staff at all levels in understanding how kindness and wellbeing can act as essential tools for implementing and accepting change. It is not a complete change management guide; many are out there. However, it offers practical strategies and insights derived from research and lived experience to ensure that change is managed and welcomed as a positive force for growth and service improvement.

Understanding the motivations for change and having a clear sense of reality is essential. It's important to recognise when something meets the threshold of ‘good enough’ and to take pride in reaching that point. Focus on measuring what truly matters. The success of any change is ultimately determined by the people it affects, as change is a profoundly personal experience, as are the emotions it generates.

Introduction

Daniel Goleman's assertion that ‘A manager's leadership style is responsible for 30% of the business's profitability’ highlights the profound effect leadership has on organisational success. This is especially true in libraries, as they are made up of a variety of functions and greatly benefit from a variety of leadership styles. Each style brings unique strengths and influences to the workplace, impacting staff morale, motivation and the overall atmosphere. Before we go on, take a moment to think of all the different types of leader you have either currently in your organisation or have encountered throughout your career. Do any of them match these key types of leader?

Transformational leadership (Downton, 1973)

This style focuses on inspiring and motivating staff to exceed their usual limits and think innovatively. Transformational leaders in libraries encourage a culture of continuous learning and adaptability, essential in an environment where technology and information needs are constantly evolving. They focus on developing a shared vision, fostering an environment where creativity and problem-solving are highly valued. This approach helps library staff to adapt to changes and to be proactive in driving positive change within the organisation and the community it serves.

Transactional leadership (Bass, 1999)

While often contrasted with transformational leadership, transactional

leadership has its place in libraries, especially in maintaining day-to-day operations. This style is based on clear structures and systems – rewarding staff for achieving specific goals and adhering to established procedures. In libraries, where organisational efficiency and adherence to policies are important, transactional leadership can ensure a well-structured and consistent service to the community.