Decolonisation of libraries is a fairly recent term. Within libraries of higher education institutions the movement was initiated through decolonising the curriculum endeavours led by student activists. The first of these is thought to be the Rhodes Must Fall campaign at the University of Cape Town in 2015, which subsequently spread to Oxford University (Sunnemark and Thorn, 2023). Initiatives gained pace and impetus during 2020 after the murder of George Floyd and the subsequent Black Lives Matter protests in the USA, and in the UK also led to many protests around the statues and buildings associated with slave owners. Many of these individuals have been seen as philanthropists, using their money to build universities, libraries, hospitals and museums, however this money was in many cases directly obtained through slavery and the oppression of Black people.

Many organisations felt during this particularly volatile time that they should address EDI, particularly by supporting Black staff or community members, and decolonising the library's collection was one of the activities most often chosen. Unfortunately, after the big initial push on equity and inclusion little further structural or organisational level changes have been achieved. Making structural changes, through a reimagining of what our learning establishments could look like, is at the heart of decolonisation. It is hard, and a long process. It is impossible to decolonise by yourself. But we can all work towards decolonisation in libraries if we truly believe in the goal of equity and inclusion for all.

Since the Renaissance, those with disposable funds and time have been able to dedicate themselves to research, but those with fewer of those advantages have struggled to take part. The ‘gentleman scientist’ of the 19th century is a great example of this. Think about Charles Darwin, able to leave his family for months and take part in an unpaid trip to the Galapagos Islands to pursue his interest in natural selection. Had his wife been the keen naturalist, it is unlikely that she would have been able to do this.

Even in the contemporary era we see stories of lone geniuses, often white and male, who have changed the face of science. A little dig into their stories inevitably uncovers a whole team of people working with these individuals for years to develop new technologies and research new discoveries. The Nobel prize exemplifies this thinking. Each prize can only be split three ways, which rarely covers all the individual team members who have been working with the prize winners. If we look at the first 23 years of prize winners in the 21st century (Figure 8.1), it is easy to see that this is not just a problem for the past. The number of women who have won Nobel prizes is far below 60%, even in fields such as literature and medicine where the gender balance has swung in favour of women. It doesn't appear that anyone identifying outside the gender binary has ever won a Nobel prize. When looking at ethnicity the picture is even worse. The medicine, chemistry or physics prize has never been awarded to a Black person. See Nobel Prize (2024) for details.

In research, the contributions of people from minority groups have traditionally been ignored, stolen or downplayed. But the crimes of the research world against outsiders does not simply stop there. Scientific and medical research, in particular, has a long history of exploiting women, Black and minority ethnic people, LGBTQ+ people and the working class. These groups have been seen as work horses or lab rats, but rarely have their contributions been fully valued.

Libraries are places full of people as well as information. Patrons come to libraries to learn and to access information, but also to find a safe quiet place to be, one where no one is asking for money and the heating is always on. To ensure we offer a welcoming and inclusive atmosphere for patrons, it is vital that we provide a welcoming and inclusive atmosphere for staff. Many people spend almost a quarter of their time in work. By making libraries inclusive and welcoming places, staff can find their work is worthwhile and enjoyable, rather than simply an activity to pay the bills. Staff who feel valued and included bring their whole selves to work, with increased enthusiasm, dedication and ideas (among many other traits).

In the media and popular culture librarians are often viewed as strict authoritarians, keen on saying ‘shh!’ and on making sure rules are followed. In reality, librarianship is like many other professions in that it can, and should, recruit a vast array of people with many different drivers and personality types. But we may find that certain personality types are drawn more to the profession over other types. Research from the University of Tennessee (Williamson and Lounsbury, 2016) showed that overall librarians were more likely than the average population to be:

• ■ apprehensive

• ■ cautious

• ■ flexible

• ■ focused

• ■ imaginative

• ■ open-minded

• ■ respectful

• ■ self-reliant

• ■ serious

• ■ tender-minded

• ■ trusting.

In the UK and many other western countries, librarianship as a profession in the 21st century is not very diverse. Librarians are more likely to be female, white and middle class.

Ensuring that your library is welcoming and inclusive to a diverse range of patrons and that everyone has equal access to resources and opportunities is at the absolute heart of EDI for libraries.

There are two main crunch points which can make or break a patron's experience at the library.

• ■ Does the library have appropriate resources and are they accessible?

• ■ Are the staff welcoming, helpful, understanding and knowledgeable about other people's differences and needs?

These may only be two measures, but you are probably looking at them and thinking, ‘Well that's everything!’, which is exactly the point. Our core goal when promoting EDI within libraries is to ensure inclusion of all patrons, equity of access and diversity of resources.

Front line staff

The people who library users see around the library daily are the heart of the library. This might often be quite junior members of staff involved in working on a circulation desk or in shelf stacking. To ensure a library is led by EDI values, these highly visible members of staff need to be supported in creating an inclusive and equitable space and service. The ethos of the library as an EDI directed space should be set from the most senior levels, the library director and senior management team, but this ethos cannot be left simply to trickle down. This rarely works! Instead, line managers should deliberately train and support more junior members of staff in how to embed thoughts and actions around EDI throughout their roles.

Writing this book has sometimes felt overwhelming for me. There are so many aspects of our libraries where we could all be doing better at improving equity, encouraging diversity and ensuring we include everybody. If after having read this book you feel the same way, that's okay. You are not alone. The fact that you are not alone in this is one of the final thoughts I want to leave you with. Often social justice work is hard and lonely. You can find you are constantly pushing against those with more power than you. Forever trying to persuade others to let go of some of their privilege and set another seat at the table. It can be exhausting.

There are two analogies that shape the way I approach this work. The first is the oxygen mask. When you are on an aeroplane and the cabin crew give the safety briefing, they tell you to put on your own oxygen mask before helping others. In the heat of the moment this can be hard to do, particularly if you are a carer or have small children with you. However, if you don't put on your own mask first, you won't be able to help others if you run out of oxygen.

Looking after yourself is really important. Give time for self-care and make sure that your workload is manageable. If you burn out, you cannot help anyone. However, the oxygen mask analogy relates to emergency situations, and you don't have to wait for it to be an emergency before you take care of yourself (Donahue, 2018).

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.